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A revised look at management in network structures

Myrna P. Mandell (California State University, Northridge Department of Management College of Business Administration and Economics (8245) Northridge, California 91330 (818) 885-3577/2457 (office) (818) 846-6237 (home) (818) 677-4903 (fax)

International Journal of Organization Theory & Behavior

ISSN: 1093-4537

Article publication date: 1 March 2000



Many complicated community problems (i.e., health, economic development, crime, etc.) require organized collaborative efforts. Many of these organized efforts result in a unique structural arrangement called a network structure. In network structures people must actively work together to accomplish what is recognized as a problem or issue of mutual concern. A network structure does not just involve the ability to co-ordinate individual efforts, but rather the ability to manage interdependencies. There are a number of unique management problems which are the result of both structural characteristics as well as the processes involved in operating in a network structure. Applying management theories that may apply to individual organizations may do more harm than good in these settings. Instead, managers will need to develop new ways to build and maintain a network structure. These include: Influencing/Building Legitimacy; Maintaining Legitimacy/Building Consensus and Building Management Skills.


Mandell, M.P. (2000), "A revised look at management in network structures", International Journal of Organization Theory & Behavior, Vol. 3 No. 1/2, pp. 185-209.



Emerald Publishing Limited

Copyright © 2000 by Marcel Dekker, Inc.

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