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This paper examines how lateral accountability mechanisms may be used to address the unity–diversity tension in a large not-for-profit (NFP) inter-organizational partnership governed under a lead organization model.

A case study was conducted in the New South Wales Settlement Partnership comprising 23 NFP organizations providing settlement services for migrants and humanitarian entrants. Multiple data sources included semi-structured interviews, proprietary and publicly available documents and observation.

The paper demonstrates (1) the usefulness of a strength-based approach that the lead organization adopts in enacting lateral accountability mechanisms, which enables a balance between unity and diversity in the partnership; and (2) the capability of the lead organization governance model to address the unity–diversity tension.

The paper (1) identifies the importance of a strength-based approach in implementing lateral accountability mechanisms to address the unity–diversity tension; and (2) challenges prior research that advocates the network administrative organization governance model in addressing the tension.

For practice, the paper identifies a suite of lateral accountability practices designed to address the unity–diversity tension. For policy, it provides confidence for government in promulgating the lead organization governance model in “purchasing” public services.

The paper demonstrates how lateral accountability mechanisms may be used to provide a balance between the objectives of preserving and leveraging the benefits of partner diversity and achieving unity. The strength-based approach (used in enacting the accountability mechanisms), while having a history in psychology and social work research, has not been recognized in prior partnership accountability and governance studies.

This paper describes a collaborative curriculum project integrating 4 leadership programs at three academic levels. What emerged from this effort was a theoretical model understood as a boundary object that allows our diverse perspectives a space within which we can communicate, collaborate, and learn from each other.

Networks are by now popular inter-organizational coordination modes. However, there is still much to know regarding how networks are governed and how their governance develops and changes through time.

This paper addresses the research question how does the governance form of networks develops over time by empirically studying the European telecommunications regulatory network using a case study approach.

We find that the network’s governance system is determined by the dialectical tension between network members (National Regulatory Agencies) and an external very influential body (the European Commission).

This tension unifies the group in the classic external conflict–internal cohesion fashion. We also identify a second dialectical tension internal to the network among its members. The tensions are triggered by evaluations carried out by an external actor (the European Commission). In general, the process observed confirms the propositions that predict a formalizing of the governance as the network grows older.

This research is based on a single case, a broader analysis of other regulatory networks among network industries at the European Union level will help researchers to establish a more comprehensive picture on the development of the governance form of this specific subset of goal-directed networks.

To help ensure that children with social and behavioral health problems get the support services they need, organizations collaborate in cross-sectoral networks. In this article, the authors explore and compare the structure of these complex child service delivery networks in terms of differentiation (composition) and integration (interconnection). In particular, the authors investigate the structure of client referral and identify which organizations are most prominent within that network structure and could therefore fulfill a coordinating role.

The authors used a comparative case study approach and social network analysis on three interorganizational networks consisting of 65 to 135 organizations within the Dutch child service delivery system. Semi-structured interviews with the network managers were conducted, and an online questionnaire was sent out to the representatives of all network members.

The networks are similarly differentiated into 11 sectors with various tasks. Remarkably, network members have contact with an average of 20–26 organizations, which is a fairly high number to be handled successfully. In terms of integration, the authors found a striking diversity in the structures of client referral and not all organizations with a gatekeeper task hold central positions.

Due to the scarcity of comparative whole network research in the field, the strength of this study is a deeper understanding of the differentiation and integration of complex child service delivery systems. These insights are crucial in order to deliver needed services and to minimize service silos and fragmentation.

The purpose of this paper is to compare the development dynamics of two business networks initially created to promote the internationalization of its members. Wines of Brasil – a Brazilian wineries network – was established in 2002 and remains active, while Vitrocristal (VtC) – a Portuguese network of glass producers – was established in 1994 and is already closed.

Data were collected from 14 interviews, with network managers and representatives of companies with different sizes and participation times. Information obtained was compared with the life cycle model of Wegner et al. (2015) and enabled the authors to understand the dynamic development of each network and its current stage in the life cycle.

The results allowed the authors to describe the development pattern of both business networks, showing that the Brazilian network is in the consolidation stage while the Portuguese one finished its activities in 2007 after a period of financial constraints due to the end of governmental support.

The comparison of the two cases shows that the experience of the Portuguese business network may be useful for networks in emerging markets, as it displays several difficulties that the management of such networks may face during their life cycle.

This study provides a more comprehensive and nuanced understanding of the dynamics of change in business networks. The cases confirm the life cycle stages proposed by Wegner et al. (2015) and shed more light on the development process of business networks, by describing how exogenous variables such as public support may affect cooperation.

A study of the published statements of Australian school administrators revealed that two distinctive configurations of power and service relationships are projected in their publically presented images of state school administration as it relates to government and the public. A previous Traditional Centralist‐Unity configuration is now being replaced by an Emergent Devolution‐Diversity conformation. Analysis was directed to (a) understanding the significance of the two images in terms of their function as public communications, and (b) accounting for the shift in the imagery in the light of pressures for change, the way administrators are interpreting change as turbulence, and the projection of counter images incorporating critiques of government school systems. To help organise analysis, it was assumed that images of system administration have the potential to communicate: 1. information, 2. explanation, 3. judgements and value positions, 4. statements designed to advance sectional interests, and 5. themes and persuasive symbols. It was also assumed that the shift in the public images of administrators may be studied in the way their images relate to three basic sources of administrative tension: tensions which arise from problems of meaning, problems of aspiration, and problems of practice.

This paper aims to analyze the relationship between religious differences (i.e. religious diversity and tolerance diversity), on the one hand, and dysfunctional intergroup conflicts, on the other.

A quantitative research design is used, through which the paper examines 47 public schools in India.

Religious diversity, that is, the distribution of heterogeneous religious affiliations in an organization, is unrelated to dysfunctional intergroup conflicts. By contrast, tolerance diversity, that is, the heterogeneity of organizational members' beliefs regarding the question of how strictly religious commandments should be followed, is positively related to dysfunctional conflicts.

The results of this study are limited to public organizations in the Indian context.

Since religious diversity is not connected to intergroup conflicts, fostering religious diversity in organizations could render the societal norm “unity in diversity” more authentic and attractive. This in turn would enhance the ability of different religions to cooperate in Indian organizations. In contrast with religious diversity, the heterogeneity of religious tolerance is significantly related to intergroup conflicts; a possible remedy could be the use of a transformational leadership style.

This study is the first to investigate both religious diversity and tolerance diversity in their effects on the emergence of intergroup conflicts, that is, apparent emotional tensions between organizational subgroups.

Although the development of public organisations and the continual enhancement of public services depend on the creative behaviour of public employees, it is uncertain from earlier studies how and when inclusive leadership (IL) affects innovative behaviours (IB). This study aims to resolve the inconsistency in the literature by applying social exchange theory to examine the effect of inclusive leadership on employees’ innovative behaviour, while also examining the mediating role of work engagement and the moderating effect of psychological safety within this relationship.

The research model’s analysis draws from a data set of 200 employee–supervisor dyads. Data was collected from employees across diverse public sector organisations in the United Arab Emirates (UAE).

The results demonstrate that IL indirectly (via WE) and directly has a positive influence on employees’ IBs. This influence is enhanced when employees feel safe and do not have to be concerned about negative consequences.

Our study highlights a less-explored sector, unveiling the motivations behind IB among public sector employees. Moreover, this study provides valuable insights within a non-Western context, offering a unique perspective on the intricate relationship between IL, PS, employee engagement and IBs in the UAE public sector.

Few studies have analysed how to actively manage strategic networks (SNs) to achieve individual and collective goals and create value. This paper aims to examine the influence of network management on the value created by SNs and the mediation role of resources and relationship quality.

The authors distributed a survey to 126 companies linked to SNs in the Brazilian information and communication technology sector. This study tested the hypothesized relationships using partial least squares structural equation modelling.

This study found that network management directly influences value creation. Furthermore, the exchange and combination of resources mediate the relationship between the two constructs. Surprisingly, the quality of the relationships does not mediate the relationship between management and the value created. However, it positively impacts the exchange and combination of complementary resources.

This study provides a new interpretation of the determinants of value creation in SNs. The results contribute to the theory by demonstrating that the relationship between network management and value creation is strengthened when the exchange and combination of resources between network participants occur. In turn, these are positively influenced by the quality of relationships established in the network, thus providing a new interpretation of the determinants of value creation in SNs.