Scale and intensity of collaboration as determinants of performance management gaps in polycentric governance networks: Evidence from a national survey of metropolitan planning organisations

Abstract

Metropolitan planning organisations (MPOs) present a unique opportunity as real-world laboratories to investigate the dynamics of scale and performance management in polycentric governance networks. Using a 2009 Government Accountability Office survey of all 381 MPOs, this study examines whether the scale and intensity of collaboration of an MPO influences performance management; and tests two hypotheses: (1) small-scale MPOs have a significant performance management gap; (2) larger-scale MPOs with higher scale and intensity of collaboration have a smaller performance management gap. Regression models predict performance management gaps across 15 indicators. Theoretical implications concerning scale and collaboration in polycentric governance networks are discussed.