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The last two decades have seen a shift in public services organizations from hierarchies to networks. Network forms are seen as particularly suited to handling ‘wicked problems’. We make an assessment of the nature and impact of this shift. Using recent evidence from the United Kingdom (UK) National Health Service (NHS), we explore the nature and functioning of eight different public policy networks. We are also interested in whether there has been a radical transition – or not – from hierarchical to network forms.

Type

Journal article

Journal

Public Administration: An International Quarterly

Publisher

Wiley

Publication Date

06/2011

Volume

89

Pages

307 - 324

Keywords

Collaboration; Leadership; NHS; Organisations; Policy; Social Care provision;