Resource tangibility and patterns of interaction in a publicly funded health and human services network

Abstract

This article examines a publicly funded mental health services network, focusing on the patterns of interaction in five resource-based subnetworks. We argue that the structure of network relationships can be explained by the nature of the resources that are at the source of the interaction. Depending on whether a particular resource is tangible or tacit, subnetwork structures will differ in predictable ways. We found that the pattern of interactions among network organizations in resource-based subnetworks appears to be dependent on the organizations controlling these resources (the Network Administrative Organization versus network members) as well as the nature of the resource (tangible versus knowledge based). Our research extends theory on network interactions as well as having implications for network practice. © The Author 2006. Published by Oxford University Press on behalf of the Journal of Public Administration Research and Theory, Inc. All rights reserved.