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Public managers’ attitudes towards networks: different motivations, different attitudes

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  • Jose M. Barrutia
  • Carmen Echebarria

Abstract

The success of collaborative networks relies on interactions between participants, which involve costs and are uncommon. We argue that participation in interactions is explained by participation attitudes, which, in turn, stem from motivations; and we propose a model that links a wide range of motivations and attitudes. It was tested with a survey that involved 120 public managers who participated in a pro-sustainability network of municipalities in Zaragoza. While the links between motivations and attitudes are complex, it was found that organizational-level internal motivations and managers’ identification with the network are more powerful than external rewards for preventing free-rider behaviours.

Suggested Citation

  • Jose M. Barrutia & Carmen Echebarria, 2021. "Public managers’ attitudes towards networks: different motivations, different attitudes," Public Management Review, Taylor & Francis Journals, vol. 23(7), pages 1006-1031, July.
    • Handle: RePEc:taf:rpxmxx:v:23:y:2021:i:7:p:1006-1031
    DOI: 10.1080/14719037.2019.1708440
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    Cited by:

    1. Marzena Piotrowska-Trybull & Maria Jablonska-Woloszyn, 2020. "Assessment of Services Rendered by a Public Organization to the Citizen: The Perspective of Security in Peacetime," European Research Studies Journal, European Research Studies Journal, vol. 0(4), pages 623-637.

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