The Tangled Webs of Westminster and Whitehall: The Discourse, Strategy and Practice of Networking Within the British Core Executive

Abstract

In this paper we identify and seek to resolve a certain paradox in the existing literature on networks and networking. Whilst earlier policy network perspectives have tended to emphasize the structural character of networks as durable, dense and relatively static organization forms, the more recent strategic network literature emphasizes the flexible, adaptive and dynamic quality of networking as a social and political practice. However, neither perspective has yet developed a theory of network formation, evolution, transformation and termination. In this paper, we seek to rectify this omission, advancing a 'strategic relational' theory of network dynamics based on a rethinking of the concept of network itself. We illustrate this perspective with respect to the policy process centred in and around Westminster and Whitehall, drawing on a series of semi-structured interviews with ministers and officials from four departments.

The Agricultural Community as a Social Network in a Collaborative, Multi-Stakeholder Problem-Solving Process

“…effectiveness of the network to share vernacular knowledge as part of the broader SPP process is evaluated elsewhere [36]. It is important to remember that the structure and function of networks evolve over time [31,45], and thus the results presented here represent the structure of the network when the data were collected (2007 through 2013). Figure 1a summarizes the pattern of all ties of different strengths between agricultural representatives within the network.…”

“…First, what circumstances and factors-internal and external-influence the formation and function of stakeholder networks [45,46]? Second, do networks adopt the characteristics of successful collaborative approaches outlined above when problem-solving?…”

Understanding actor innovation behavior: The application of network governance theory in agricultural innovation platforms

“…To maintain networks, the network form of governance employs social control measures such as collective sanctions rather than relying on legal authorities (Jones and Hesterly, 1993). It is argued that an actor"s decision to join a network is determined by among other factors the actors involved, contents of the network, efficiency and effectiveness of the network (Hay and Richards, 2000). The network governance theory is a synthesis of transaction cost theory and social network theory provided by Jones et al (1997).…”

“…In addition to exchange conditions, Hay and Richards (2000) have provided resource dependency as another important reason for the emergence of networks. They stipulate that for networks to emerge there must be the recognition of potential mutual advantage for enhancing strategic capacities through pooling strategic resources together.…”

Closed policy networks, broken chains of communication and the stories behind an ‘entrepreneurial policy’: The case of NHS Local Improvement Finance Trust (NHS LIFT)

“…What role do policy networks play in this development of PPP in practice and theory? And what light can such 'really existing' coalitions shed on the positive features often attached to network organization (Hay, 1998)? Such questions are highly relevant to the PPP government-industry nexus, as recent years have seen a proliferation of think tanks and other organizations broadly supportive of these developments (from Reform to the New Health Network).…”