Abstract

Clusters of organizations making at least modest efforts to collaborate on implementing joint solutions to public sector problems are often called ‘‘networks.’’ By directing attention away from the hierarchical aspects of these clusters, and towards the voluntaristic and egalitarian aspects, this nomenclature can undermine and distort our understanding of the phenomenon. Such organizational clusters can be more fruitfully thought of as ‘‘implementation hybrids,’’ a type of collective production arrangement that has its own distinctive strengths and weaknesses, which this article delineates

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