Abstract
This chapter outlines the research design, the case selection, the operationalization of the different variables, the data collection, and introduces the methods applied. This book is composed of three interrelated and cumulative analytical parts applying different methods to answer the two main research questions. Such a multi-method approach was considered to be an important next step (Bryson et al., Public Administration Review, 75, 647–663, 2015) to enhance “the reliability and validity of network research in public administration” (Kapucu et al., Administration & Society, 49, 1087–1120, 2017, p. 1110). The first empirical part encompasses a descriptive categorization of groups of network managers differentiated by their work context (i.e., legal status, integration, caseload, policy design phase). The second empirical part entails a case-oriented QCA as well as additional case studies and provides new insights about how these different characteristics of network managers’ work contexts interact and influence network management activities. Finally, the third empirical analysis is based on a Bayesian ordered logistic regression bringing together network-level characteristics and project-level features to explain the networks’ policy delivery capacities. As described in this chapter, the main findings from the quantitative analysis are triangulated through in-depth case study insights.
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Notes
- 1.
- 2.
- 3.
Pre-projects that were implemented within only one year (as compared to normal projects implemented during the 3 years analyzed) and co-managed projects, where different actors were jointly responsible for the same project, were only counted as half a project in the calibration.
- 4.
I used the average salary of middle-management bureaucrats according to the data provided by the Federal Statistical Office (see category 84, employees of the public administration in the following table): https://www.bfs.admin.ch/bfs/de/home/statistiken/kataloge-datenbanken/tabellen.assetdetail.9127773.html
- 5.
While in 12 of the networks, a full-time position or at least an 80 percent position could have been funded, the network management funds in the remaining canton were significantly lower (only a 50 percent position could have been funded). Since this network manager had to manage the network and four projects with half of the funds than all other network managers, the case was reclassified from ‘not high caseload’ to ‘high caseload’.
- 6.
The budget of some of the projects only included the expenditures planned at the cantonal level, while actors on the national level performed certain tasks for which no specific budget was included in the cantonal policy programs.
- 7.
For more detailed information on the data, see Sect. 3.3.
- 8.
In the policy concept, the categories were labelled ‘information’ (i.e., sermons), ‘behavioral instruments’ (i.e., carrots), and ‘structural instruments’ (i.e., sticks).
- 9.
- 10.
All in all, 194 projects were planned within the 13 networks; however, only 187 were actually implemented and could be assessed.
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Hadorn, S. (2022). A Multi-method Approach to Analyze Network Management and Policy Outputs. In: Network Management and Governance in Policy Implementation. International Series on Public Policy . Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-031-08808-7_3
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