In recent years, collaborative networks have been at the forefront of theoretical, empirical and practical research into local governance. Nevertheless, the managerial behaviours local managers should employ in order to improve the performance of these networks are unclear. Following scholars' examinations of governance and the complementary relationship between government bodies and nonprofit organisations, we empirically examined–so far as we know for the first time–the relationship between local authority managerial behaviours towards nonprofit organisations, and the performance of collaborative networks. We found that above and beyond micro- and macro-level factors, the more the local authority employs inclusive governance and financial support behaviours towards the nonprofit organisation, the higher the performance of the collaborative network. In addition, the more the local authority employs monitoring-controlling behaviours, the lower the performance of the collaborative network. Theoretical and practical implications of our findings are developed in the context of local governance.
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Finally, hypothesis 3 was partially supported. We found a positive and significant relationship between the provision of financial resources and collaborative network performance (b = 0.402, p < 0.001), meaning that the greater the funding provided by the local authority, the better the collaborative network’s performance. We did not find a significant relationship between the provision of non-financial resources and performance. Overall our model explained 14.3% of the variance in collaborative network performance.
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- Local governance
- collaborative networks
- complementary relationship
- local government–nonprofit organisation relations
- managerial behaviours
- networks’ performance
ASJC Scopus subject areas
- Sociology and Political Science