Network Management and Governance in Policy Implementation: The Case of Smoking Prevention Programs

Acknowledgments
Contents
List of Figures
List of Tables
Chapter 1: Management and Performance in Collaborative Networks: A Review of the Literature and the Contribution of This Book
	1.1 The Age of Collaborative Service Delivery
	1.2 Definition of the Concept ‘Networks’
	1.3 Determinants of Network Performance
	1.4 Deficits in the Network Literature
	References
Chapter 2: Linking Characteristics of Network Managers’ Work Context to Network Management and Project-Level Output
	2.1 A Synthesis of the Analytical Framework
	2.2 Conditions Distinguishing Different Network Managers in Terms of Their Work Context
		2.2.1 Integration
		2.2.2 Legal Status
		2.2.3 Caseload
		2.2.4 Policy Design Phase
		2.2.5 Combinations of the Four Conditions
	2.3 Effects of the Conditions Characterizing Network Managers’ Work Context on Network Management Activities
		2.3.1 The Phenomenon to Be Explained: Network Management
		2.3.2 Condition 1: Integration
		2.3.3 Condition 2: Legal Status
		2.3.4 Condition 3: Caseload
		2.3.5 Condition 4: Policy Design Phase
		2.3.6 Configurational Effects
	2.4 Explaining Performance in Networks
		2.4.1 Network Performance: What Are We Measuring?
		2.4.2 Dependent Variable: Policy Output
		2.4.3 Network-Level Variables
			Network Management
			Control Variables
		2.4.4 Project-Level Variables
			Project Status
			Local Anchoring of Project Managers (Level)
			Policy Concept
			Control Variables
	2.5 Recapitulation: A Causal Model of Conditions Characterizing Network Managers’ Work Context, Network Management, and Project Outputs
		2.5.1 Research Question 1: Characteristics of Network Managers’ Work Context and Their Effects on Network Management
		2.5.2 Research Question 2: Explaining Policy Outputs in Networks
	References
Chapter 3: A Multi-method Approach to Analyze Network Management and Policy Outputs
	3.1 Case Selection
	3.2 Operationalization
		3.2.1 Network Management
		3.2.2 Integration
		3.2.3 Legal Status
		3.2.4 Caseload
		3.2.5 Policy Design Phase
		3.2.6 Project Output
		3.2.7 Network Size
		3.2.8 Network Age
		3.2.9 Project Status
		3.2.10 Local Anchorage of Project Manager (‘Level’)
		3.2.11 Concept
		3.2.12 Instrument Type
		3.2.13 Setting
		3.2.14 Target Group
		3.2.15 Dual Role
		3.2.16 Project Manager Legal Status
		3.2.17 Overview of Conditions/Variables, Categorization, Data, and Assessment Methods
	3.3 Data Collection
	3.4 Analysis and Methods
		3.4.1 Descriptive Categorization
		3.4.2 Crisp-Set Qualitative Comparative Analysis
		3.4.3 Bayesian Ordered Logistic Regression
	References
Chapter 4: Swiss Smoking Prevention Policies
	4.1 Development of Smoking Prevention Policies
	4.2 Cantonal Autonomy and National Coordination
	4.3 The Cantonal Programs
	4.4 The Role of the Network Manager in the Cantonal Policy Delivery Networks
	4.5 The 13 Cantonal Smoking Prevention Networks
		4.5.1 Overview of All 187 Projects
		4.5.2 Cantonal Smoking Prevention Networks: Actor Constellation and Project Mix
			Uri
			Zug
			Zurich
			Solothurn
			Basel-Stadt
			Basel-Landschaft
			Jura
			Fribourg
			St. Gallen
			Valais
			Vaud
			Thurgau
			Ticino
		4.5.3 Comparison of Different Actor Constellations and Project Mixes
	References
Chapter 5: Connecting Network Managers’ Work Contexts with Network Management
	5.1 A Description of the 13 Network Managers and Their Work Context Studied
	5.2 Policy-Specific Patterns in Empirically Observed Configurations
	5.3 Observed Network Management Strategies
		5.3.1 Process Agreements
		5.3.2 Exploring Content
		5.3.3 Arranging
		5.3.4 Connecting
	5.4 Qualitative Comparative Analysis and Case Studies
		5.4.1 Active Network Management
		5.4.2 Non-active Network Management
		5.4.3 Contradictory and Unexplained Cases
	5.5 Discussion
		5.5.1 Balancing Project-Level and Network-Level Responsibilities
		5.5.2 Configurational Explanations for Non-state Network Managers’ Activity Level
		5.5.3 Configurational Explanations for Public Network Managers’ Activity Level
		5.5.4 Additional Qualitative Insights on the Links Between Network Managers’ Work Context and Network Management Strategy Choices
	5.6 Interim Conclusion
	References
Chapter 6: Linking Network-Level and Project-Level Factors to Policy Outputs
	6.1 Bayesian Ordered Logistic Regressions
	6.2 Exploring Effects Through Case Studies
		6.2.1 Extra-cantonal Project Managers and the Challenge to Create Local Anchorage
			First Case (Supporting the Results of the Regression Analysis)
			Second Case (Challenging the Results of the Regression Analysis)
			Explaining Differences in the Outputs and Discussing the Relevance of the Results of the Regression Analysis
		6.2.2 Effects of Conceptual Problems on Project-Level Outputs
			First Case (Supporting the Results of the Regression Analyses)
			Second Case (Challenging the Results of the Regression Analysis)
			Explaining Differences in the Outputs and Discussing the Relevance of the Results of the Regression Analyses
		6.2.3 Interaction Between Network Management and Performance of New Projects
			First Case (Examining the Effects of Non-active Network Management in New Projects)
			Second Case (Examining the Effects of Active Network Management in New Projects)
			Explaining Differences in the Outputs and Discussing the Relevance of the Results of the Regression Analyses
	6.3 Discussion
		6.3.1 Hypothesis Testing
		6.3.2 Network Management and Project Performance: The Benefit for New Projects’ Outputs
		6.3.3 Project Managers’ Local Anchoring: Gaining Access to Multipliers and Target Groups
		6.3.4 Solid Policy Concepts: The Foundation for High Output Performance
		6.3.5 Explaining the Statistical Insignificance of Control Variables
	6.4 Interim Conclusion
	References
Chapter 7: Drivers and Obstacles to Active Network Management and Their Influence on Network Performance
	7.1 Network Managers and Their Dual Role: A Potential Danger to Network Management
	7.2 The Benefit of Network Management for New, but Not for Existing Projects
	7.3 Inter-network Dynamics: A Question of Systems Design and Network Management
	7.4 Perceived Performance Versus Measured Performance
	7.5 The Importance of Project-Level Characteristics in Understanding Network Performance
	7.6 Trust in Mandated Networks
	7.7 The Importance of Institutional Design Strategies in Facilitating Network Management
	References
Chapter 8: How to Improve Collaborative Policy Delivery within Networks: Theoretical and Practical Insights
	8.1 Summary of the Key Findings
	8.2 Limitations
	8.3 Theoretical Implications
	8.4 Practical Implications
	8.5 Conclusive Remarks
	References
Index