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123 Cards in this Set
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How does Dupont understands security networks? |
He sees security networks as a set of institutional, organizational, communal, individual agents or nodes that are interconnected in order to authorize and/or provide security to the benefit of internal or external stakeholders. |
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Why do agents use networks according to Dupont? |
It gives them the possiblity to distribute responsibilities, resources and uncertainty more evenly among themselves, with an effectiveness and efficiency that cannot be met by vertical command-and-control structures. |
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Why does the set up and existence of security networks strongly depend on the environment according to Dupont |
If there is a lack of economic attractiveness or a more authoritarian political culture the appearance of security networks is unlikely and instead the existing hierarchical structures will be preserved. |
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What are the four ideal-types of security networks accordign to Dupont? |
1: Local Security Networks 2: Institutional Security Networks 3: International Security Networks 4: Virtual Security Networks |
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How does Dupont describe Local Security Networks? |
He sees the creation of such a network as a acknowledgement by the state that its approach of dealing with security problems is ineffective and limited. These kind of networks include actors such as the police, but also actors like social services, communities, interest groups etc. These kind of networks operate on the exchange of information by local actors. Lastly, in weak stations like grassroots, in strong states mostly state driven. |
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How does Dupont describe Institutional Networks? |
Institutional networks hardly involve non-state actors. They are based on efficiency and focus on rationalizing resources, optimizing performance and maximizing the outputs of their members. The appearance of these kind of networks can be explained by their flexibility and adaptiveness which suits the current reform environment. Often these networks are more closed than local security networks and integrate highly specialized government institutions. |
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In what way do institutional and international networks differ according to Dupont? |
International networks question state soevereignty. The administrative structures that support international networks are usually beyond the legal sanctioning and supervision by political authorities. They enjoy bureaucratic autonomy. |
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What kind of disadvantage you often find in international networks according to Dupont? |
The structure of international security networks are often restricted to a single public actor per country involved. This node works as a hub that control all outgoing flows from national sub-units and dispatches incoming flows. The disadvante of this setting is the possible disconnection of national actors of different countries which might lead to missing usefull information. |
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What are virtual security networks? |
These networks are instrumental in the emergence of international security networks, the technical arrangements allowing the controlled flow of information between security nodes. |
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Dupont layed out two crucial research questions that should be tackled, what are the two questions? |
1: Should the use of security networks be mainly descriptive in order to better understand the shifts that the policing function in undergoing? 2: Should we subscribe to a more normative approach, where security networks are promoted as the new form of security governance. |
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Why is evaluation of effectiveness difficult according to Dupont? |
Because it often doesn't penetrate the dynamics of networks. Networks perform differently under certain conditions as well as a lot of evaluators were trained to look at hierarchical structures. |
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What are two important aspects that determine the existence and functioning of a network? |
1: relations of power and cooperation 2: external circumstances and constraints |
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What is at stake during the conflict in a network? |
The maximization of resources extracted from the network, taking into account the resources contributed |
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How do agents in a network try to get their goal? |
They will mobilize different types of capital already in their possession in order to influence the operating parameters of the network and achieve their desired outcome.
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The unequal distrubtion of capital leads to two different strategies of behavior in the network. What are they? |
1: The established (orthodox) actors favor strategies of stability and conservation because of their existing pile of capital 2: New nodes (heterodox) actors seek to alter the existing order through innovative and subversive strategies. |
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What are the five different strategic capitals that are used to maintain a dominant position in a network according to Dupont? |
1: Economic capital 2: Political capital 3: Cultural capital 4: Social capital 5: Symbolic capital |
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Describe two characteristics of Economic capital? |
- Financial resources are allocated through the fiscal process to public instutions. Through the market to private providers, therefore no risk of budget cuts and the chance to create new income - For private providers making money is an end in itself. The public actors will mainly use it as a currency to be converted into cultural, political and symbolic capital. |
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What is political capital (3) |
- the capacity to influence or direct the government towards its own objectives - agencies central to the manifestation of the sovereignty of the state such as police organizations have a larger amount of political capital compared to private security companies. - Temporal and structural variations in the quantity of political capital |
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What is cultural capital (2) |
- Unique expertise, accumulated and transmitted through higher levels of selection and training. - Actors that are able to mobilize vast amounts of expertise are in a better position to leverage the networks resources, because the network relies upon it. |
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What is social capital |
- is defined as the whole set of social relations that allow the constitution, maintenance and expansion of social networks and make them work for the actor. |
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What is symbolic capital? (4) |
-The other four forms of capital are mediated through symbolic capital. It gives legitimacy to an organization and the power it holds to speak with authority to the other actors. |
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What is the use of the five capitals according to Dupont |
It can help understand the intrinsic complexity of intra-network interactions as well as it highlights the non-static character of such networks and shows the competition within the network. |
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What is the conclusion of Dupont in his article Security in the Age of Networks (2004)? |
He concludes that networks are becoming key in the governance of security. The changes in the field of security are different in every country but this approach offers a conceptual interpretation in phase with the changes encountered in other political, economic and social reals on a global scale. He say that modern policing in the late modern societies is the diffusion of repsponsibilities either inside or outside the government through the generalization of network structures. |
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What are two empirical sets of questions that arise from the article of Dupont? |
- Ones that concern the transformation from vertical hierarchical structures to horizontal networks - the ones that concern changes of security networks over time regarding membership, leadership and responsiveness to external factors. |
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Kenis and Provan identify three exogenous factors in order the performance of public networks, what are them? |
1: the form of the network 2: the type of inception ( mandated vs voluntary) 3: development stage of networks |
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How do Kenis and Provan see a network? |
As a group of three or more organizations that consciously agree to coordinate and collaborate in order to deliver services, adress problems and opportunities, and implementing policies. |
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What is the so-called multi-constituency approach for effectiveness? |
This approach argues that it is arbitrary to label one criterion a priori as the correct one because each one presents a valid point of view. |
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Why do scholars not like the multi-constituency approach? |
Because of its relativistic nature. It is impossible to have clear scientific directions regarding which criterion to use to asses either an organization or a network. |
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What alternative strategies do Kenis and Provan give for the multi-constituency approach. |
1: Try to argue that one criterion is more superior to another. Only legitimate when the researcher is conscious and explicit about the normative character of his choice. 2: Take a multidimensional approach towards effectiveness. 3: Strategy based on two assumptions. First one is that any criterion from a normative point of view is as legitimate as any other to assess a network. Second is that not every criterion is equally appropriate or reasonable for evaluating a network. |
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Describe the exogenous theory, what does it claim about networks? |
It claims that the performance of a network is a function of the external criteria used to assess the network,and that network participants and managers may have little control over these criteria. The crucial answer in this theory is to decide when a criterion is appropriate and reasonable and when it is not/ |
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How can you decide wheter a criterion is reasonable and appropriate according to Kenis and Provan? |
1: definition of what exactly is meant by appropriate criteria 2: point out what determines whether it is appropriate or inappropriate to assess a given network on a certain criterion. |
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What do Kenis and Provan propose to decide wheter a criterion appropriate? |
They propose to define the degree of appropriateness of a criterion as the degree to which the object being assessed can instrumentally manage how it scores on that criterion. |
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Kenis and Provan identified three models for network governance, name them. |
1: shared/participant governance 2: lead organization governed 3: network administrative organization governed |
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Describe the Shared Governance form that is identified by Kenis and Provan |
This network consists of multiple organizations that work collectively as a network but with no distinct governance entity. Governance of collective activities resides completely with the network members themselves |
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Strengths of the Shared Governance model: |
1: inclusion and involvement of all network participants 2: flexibility and responsiveness to network participants needs. |
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Weaknesses of the Shared governance model: |
It's relative inefficiency. It is a model best suited to small, geographically concentrated networks where full and active face to face participation by network participants is possible. |
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Describe the Lead Organization Governance form that is identified by Kenis and Provan |
In this network all the participants share at least a common purpose and they may interact and work with one another. However, all activities and key decisions are coordinated through and by one of the members acting as a lead organization. This organization provides administration for the network and facilitates the activities of member organizations in their effors to achieve network goals. |
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Strengths of the Lead Organization model |
The advantages of this mdoel is the efficiency and the legitimacy provided by the lead organization. Because of its capacity to take on most of the responsiblities of running and coordinating network activities, most of the complexity and messiness can be avoided and the network can be governed quite efficienly. |
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Weaknesses of the Lead Organization model |
The weakness of the model is that the lead organization may have its own agenda and can readily dominate the other network members, causing resentment and resistance. Another weakness is that because the lead organization takes on many of the activities of governing of the network, the network members can lose interest and focus instead on their own self-interest, undermining the viability of the network. |
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Describe the Network Administrative Governance form that is identified by Kenis and Provan |
The basic idea is that a separate administrative entity is set up specifically to manage and coordinate the network and its activities. This entity play a key role in in coordinating and sustaining the network. NAO's can be relatively informal but can also be more formalized an complex. |
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What are the strengths of the NAO model? |
Its sustainability and legitmacy, especially to outsides and to a lesser extent its efficiency |
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What are the weaknesses of the NAO model |
That network participants may rely on the governance enity too heavily and it may adopt decision-making processes that seem overly bureaucratic. |
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Charactericstics of a voluntary network |
- created bottum-up by the professionals and organizations that participate in the network - great network legitimacy - ability to keep the network going - willingness to go beyond the organizations interests, making decisions beneficial for the network as a whole - strong internal legitimacy |
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Charactericstics of a mandatory network |
- created by policy dictate - difficult to convince managerial directors for the need of the network - external legitimacy |
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What does internal legitimacy mean? |
This refers to the fact that the network is positively assessed by the criteria of those participating in the network. |
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What does external legitimacy mean? |
This refers to the fact that a network is positively assessed by the criteria of outside constituents like funders, regulators, the public and the media and so on. |
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Why does it matter in what development stage a network is when you assess the network? |
At certain stages some criteria can simply not be achieved and are thus not appopriate. When a network is just created, the criteria of goal attainment will be problematic. |
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What is the main point of the article of Kenis and Provan? |
That it is not useful to assess all types of networks on any single criterion or to focus solely on endogenous factors related to network leadership and management. |
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What is a security network according to Dupont? |
It refers to a set of institutional, organisational, communal, or individual agents or nodes that are directly or indirectly connected in order to authorize and/or provide security for the benefit of internal or external stakeholders. |
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What problem is commenly found in network analysis according to Dupont? |
The failure to recognize the importance of determining node identities, thereby blurring the boundaries between nodes and their links. |
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What are nodes? |
Nodes in security networks are considered to consist of organizations and individuals that operate as discrete identities and are viewed as such by the overall membership of the security field. Nodes can be specialized in the authorization or delivery aspects or can integrate both dimensions. |
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Security networks are formed around.....? |
the authorization and delivery of security, through a range of processes and services that extend from the identification of needs and the resources available to respond to them, to the management of risk and the deployment of human and technological assets. |
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What do you need to include while mapping a network? |
It should include identification of all its components, because we are trying to measure inconsistencies (extreme values are the most significant). |
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What are the "bones" of a network according to Dupont? |
These are the formal or informal partnerships of the network. They can involve the exchange of information about threats, best practices, potential providers, clients or employees, joint management of training programs. |
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What are the characterstics of a tightly knit environment according to Dupont |
This is a environment where many alternatives to reach the same persone are available. Information travels fast and is easy to retrieve, exchange costs are low and new trends will be adopted rapidly. Reputations are very important in such an environment. |
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What does Dupont say about centrality as a essential dimension in network analysis? |
This dimension shows the distribution of power within a network. The more central a node's positition, the more opportunities it will have, the fewer constraints it will experience and the more influence it will derive from its position. The amount of power derived from centrality also depends on the density of the network. |
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The public police are without a doubt the hub to which all actors converge, because of what two assets? |
1: the legitimate use of force 2: the legal acces to identity and crime-related information. |
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What is the role of professional associations in security networks according to Dupont? |
- provide continuing traing to their members - allow them to tap into a vast reservoir of expertise - privileged marketplace where technology and service vendors meet prospective costumers. |
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What is the reason that nodes maintain numerous transversal ties? |
Less powerful members seek ways to reduce constraints and exposure to external contingencies. It avoids dependence on the centre and permit them to hedge their exposure to risk in case of an emergency. |
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How can the low number of contacts maintained by police be explained by their central position? |
They are more in demand than in search of contacts, but also by the size and specialization of their organization, which allows a broader distribution of incoming and outgoing linkages. |
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How can the highber of contacts maintained by the technology sector be explained?(Dupont) |
They have a constant need to find new clients and the ferocious competition in a field where investments and innovations are constant |
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What is the Nadel's paradox? |
While structural modelling allows us to study and compare networks systematically, each node - or even the employee of a node - will nevertheless act according to a unique understanding of the network's membership, constraints and utility. |
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How can the lack of reciprocity from the police to the very deliberate partnership strategy of the private and hybridsector be interpreted as the exploitation of public resources for the benefit of private interests? |
There is a extent to which private security providers seem to mobilize public policing in futherance of their own ends, in a context where the police seems indifferent or unable to harness with the same efficiency the power of networks. |
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What are the two empirical contributions on the pluralization of security made by Dupont? |
1: he introduces a dose of reality and messiness. There is no neat and elegant explanatory framework. Networks are much more a blend of arrangements that often happen in an ad hoc fashion. 2: he provides some tools that allow us to capture the essence and constants of this complexity |
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How are security networks able to evade accountability requirements? |
By facilitating the offloading of certain tasks to order nodes of the network which are under lower levels of scrutiny,. |
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How can network effectiveness be defined acoording to Provan and Kenis? |
"The attainment of positive network level outcomes that could not normally be achieved by individual organizational participants acting independently." |
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What is governance according to PM? |
Governance refers to the funding and oversight roles of government agencies, especially regaring the activities of private organizations that have been contracted to provide public services. |
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In what two basic approaches could reserach on organizational networks be characterized? |
1: Network Analytical approach 2: Network as a form of governance |
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Describe the Network analytical approach |
Describes outcomes on a micro level. It doesn' t describe the complete network but the nodes and ties. It also doesn't view the network as a unit of analysis. |
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Describe the network as a form of governance approach |
Sees the network as unit of analysis. The implication in this approach is that despite problems, networks in general can produce positive outcomes that would not be possible a market or hierarchy. |
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The structural adaption of a particular form of governance will be based on four key structural and key relational contingencies, name them all four. |
1: Trust 2: Size 3: Goal Concensus 4: Nature of the task |
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Describe the key structural and relational contingency --> Trust |
- critical for network performance and sustainability - the willingness to accept vulnerability based on positive expectations about another his intentions or behaviors. |
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Describe the key structural and relational contingency --> Size |
As the number of organizations participating in a network grows, the number of potential relationshps increases exponentially. This makes governance exteremely complex. |
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Describe the key structural and relational contingency --> Goal Consensus |
Participants are more likely to be involved and committed when there is a concensus on the goal content and process. This does not mean that the goals must be similar. And although high goal concensus is an advantage in building network-level commitment, networks can stil. be quite effective with only moderate levels of goal concensus. |
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Describe the key structural and relational contingency --> Nature of the task |
All participants are seeking to achieve some end that they could not have achieved independently, so what is the nature of the task being performend and what external demands and needs are being faced? |
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Characteristics of Participant Governed network (4) |
- High density trust - Small networks - High concensus - Low demands |
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Characteristics of Lead Governed network (4) |
- Low-density trust, trust can be of a lower level because it exists out of dyadic ties - Large networks - moderately low goal concensus, more able to take decisions with participants when participants have conflicts - moderate demands |
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Characteristics of NAO |
- low density trust because it requires monitoring - Lage network, NAO is most effective with largest number of participants because the administrative component - moderately high goal concensus - High demands |
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What are the three basic tensions or contradictionary logics that are inherent in network governance? |
1: efficiency versus inclusiveness 2: internal versus external legitimacy 3: Flexibility versus stability |
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Give four general remarks on the tension efficiency vs inclusiveness (4) |
1: There is the need to build trust through collaboration, this is seldom a efficient endavor. 2: more members, more time consuming and resource intensive the process will tend to be 3: to increase efficiency they can shift to a Lead Organization model 4: NAO mode of governance is likely to provide a greater balance than either of the two other forms regarding thistension. |
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Give some general remakrs about the tension : internal vs external legitimacy |
1: tension arises when the internal legitimacy needs of networks conflct with external demands 2: external legitimacy activities benefit the network overall, but not the independent actors. |
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Give some general remarks about the flexibility versus stability tension |
1: flexibility is important for ensuring rapid network responses in ways that meet changing stakeholder needs and demands 2: Stability is a major factor for network effectiveness. |
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How to deal with the four tension that are described by Provan and Kenis? |
It is up to network management as part of the governance process, to recognize the tensions in each governance form, determine wheter or not the tensions inherent in the form adopted should be resolved, and how this should be accomplished. |
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Three sorts of evolution of network governance |
1: Change in network governance is certainly not inevitable 2: the change from one form of governance to another is predictable depending on which form is already in place 3: Once a brokered form is adopted, the range of choices is reduced. |
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Herranz outlines four perspectives that have emerged regarding suggested public managerial approaches to network. Name and describe them from passive to active |
1: Reactive facilitation 2: Contingent coordination 3: Active coordination 4: Hierarchical-based directive administration |
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Describe the managerial approach of Reactive facilitation |
Tends to envision networks as primarily characterized by self-organizing, coequal, interdependent and voluntary dynamics. Management is about creating conditions under which goal-oriented processes can take place. There is a focus on social interactions rather than procedural mechanisms. |
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Describe the managerial approach of Contingent coordination |
This approach is appropriate in situations when it is beneficial to take advantage of particular added-value network benefits such as exchange, knoowledge etc. Managers may exter some coordinating influence on networks, but the scope of managerial behavior is limited and contingent upon network interests, resources and opportunities. |
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Describe the managerial approach of Active Coordination |
Managers use vertical institutional relationships as well as create an manipulate horizontal relationships. Network leadership requires honest brokering, stablizing coordination and structural management. |
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Describe the managerial approach of Hierarchical-based directive administration |
Managing in networks involves the same skil set but is more difficult in hierarchies. Networks needs are similar to hierarchies and networks may be primarily coordinated with authorative procedural mechanisms rather than relying on social or incentive mechanisms. |
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What are three basic mechanisms of organizational control according to Herranz? |
1: Markets 2: Bureaucracies 3: Clans |
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What were the three findings of Herranz? |
1: The community network strategic management orientation used a mix of reactive facilitation and contingent coordination 2: The bureaucratic network management strategic orientation was primarily an example of hierarchical based directive administration, with a limited degree of active coordination 3: The entrepeneurial network management orientation was characterized by a mix of contingent coordination and active coordination |
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Strategically focused bureaucratic-oriented coordination activities include the following : ? |
1: documented procedures regarding standardized basic services 2: increased influence by government managers and policy makers 3: regular accountability reports concerning governmental policy or program objectives. |
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Strategically focused entrepreneurial-oriented coordination activities include the following : ? |
1: incentives related to performance goals 2: increased influence by business representatives 3: integrated use of CQU processes |
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Strategically focused community-oriented coordination activities include the following : ? |
1: repeated social and professional ties with groups or networks of community based non-profits 2: increased influence by community representatives 3: staff with connections to neighborhood nonprofits. |
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What is a key finding of Herranz his research? |
That managers may wield more influence on network dynamics than previously theorized. In order to do this it is necessary to cultivate a strategic network management perspective that encompasses the publicm nonprofit and market sectors. From this perspective managers may be better to recognize the strategic roles and choices available to them for adressing the trilemmas of network management. |
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What happens according to Groenewegen when the strategic orientation and values are not the same in a network? |
It will cause tensions in the networked coolaboration due to a lack of experience of working with ad hoc networj partners or differences in authority between parties. |
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What kind of approaches are appropriate for network partners with a community orientation according to Herranz? |
The most passive approaches
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What kind of approaches are appropriate for network partners with a bureaucratic orientation according to Herranz? |
The most active approaces |
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What kind of approaches are appropriate for network partners with a entrepreneurial orientation according to Herranz? |
Best supported with one of the two coordination approaches |
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How are the three events studied in the article of Groenewegen? (2 perspectives) |
1: an analysis of the planning and evaluation documents for the events. These provide insight in the set-up of the networked organisations, the strategic orientation of the network partners and the division of responsibilities. 2: 8 semi-structured interviews with practioners involved |
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What did the analysis of the four day festival in 2012 show? |
That a multi-sectoral network that consists of organisations from all tree sectors functions best when the coordination techniques are also a mix between all the three types of coordination styles. |
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What is the conclusion of Groenewegen in his article? |
That a more active network governance approach contributes to a more decisive and more purposive organisation while the flexibility and decisiveness of the networked organisation can also be enhanced by the application of more seat-of-the-pant and informal network governance measures. The latter measures can only be succesful when there are formal arrangements in place. Having a purposive information structure is also key in allowing the network to function effectively. |
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At what three levels of analysis should networks be evaluated according to Provan and Milward? |
1: Community 2: Network 3: Organization/Participant levels |
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How to judge the network effectiveness of a network at the community level? |
By looking at the contribution they make to the communities they are trying to serve. |
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In what three ways can network effectiveness be evaluated from a community-level perspective? |
1: by adressing the aggregrate outcomes for the populations of clients being served by the network 2: by examining the overall costs of treatment and service for that client group within a given community 3: by the contribution to the building of social capital |
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Why is it important for organizations to work together on community level? |
Organizations in a community learn to understand and trust another, as well as learn whom not to trust. |
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What does effectiveness on the community level mean according to Provan and Milward? |
That the network is likely to have considerable legitimacy and external support by satisfying the needs of the clients and other groups. |
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What is a network according to Provan and Milward? |
It is a collection of programs and services that span a broad range of cooperation autonomous organizations. Where agencies have to act as a network broker. |
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In what three ways can network effectiveness be evaluated from a network-level perspective? |
1: evaluating the ebb and flow of aghencies to and from the network 2: evaluate the network by the range of actual services provided by the network 3: assess the strength of the relationships between and among network members, especially across the full network |
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When are organizations multiplexity? |
When they are connected in more than one way. |
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How can the importance of network involvement for individual agencies be evaluated? |
1: client outcomes 2: legitimacy 3: resource acquisition 4: costs. |
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Network is a term used in three ways: |
1: Methaphor to refer to relationships between actors 2: Method of analysis, how actors are networked 3: Refer to a unit of analysis, a specific form of organization |
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What is the defintion of a network according to Whelan? |
A set of actors (or nodes) that have relationships (ties) |
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Three forms of governance according to Whelan |
1: Hierarchical forms of governance, horizontally and vertically differiantated 2: Market forms of governance, no organizational structure 3: Network forms of governance, involve repetitive exchanges between as set of autonomous but interdependent organizations in order to achieve individual and shared objectives. |
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How can security be understood according to Whelan? |
As a speech act in which a securitizing actor present a specified problem as an existential threat to a referent object. |
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How can the term security be defined? (Whelan) |
A condition without an existential threat to a referent object |
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Explain the network analysis that is described by Whelan. |
The network analysis perspective uses the methods of social network analysis. It focuses on relationships between actors, the partterns and the outcomes of these relationships. These relationships are studied through statistical techniques and applications. The network is the organization in network analysis. Organizations are therefore conceptualized as social networks at all levels of analysis. |
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What are two basic assumptions of the network analyis? |
1: Social networks are embedded in all organizations 2: and all organizations are embedded in social networks |
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What does the term structural hole imply? |
This refers to the absence of ties between actors. This provides opportunities for actors to function as brokers. These brokers then hold more ‘social capital’. |
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What are three limitations of network analysis? |
1: It has been criticized on the limited focus on the characteristics – or human capital – of individual actors in organizational networks. It risks understating the role of the very actors composing the network. 2: Network analysis can overlook the fact that some networks such as inter-organizational business networks, are formed as direct result of the strategic capabilities actors bring to a network. |
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Describe the term of Network Organizations (Whelan) |
use the concept of network to refer to a unit of analysis. Networks have advantages such as increased efficiency and flexibility. They are important for effectively managing ‘wicked problems’ or tasks that cannot be neatly divided and allocated to individual organizations. They are studied in a number of ways. They can be categorized in two categories: the ‘institutional’ approach and the ‘managerial’ approach. The first focuses on a network and its larger institutional environment, the second on a network and its more functionalist and prescriptive issues. |
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On what does the managerial approach focuses? |
The managerial approach focuses on the dynamics of networks and the conditions which promote their effectiveness across two important levels: structural and relational. Networked organizations are more akin to ‘goal-directed’ networks. |
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How can network effectiveness be conceptualized? |
This can be conceptualized across at least three levels of analysis: organizational, network and community. Network effectiveness is generally defined as the attainment of positive network-level outcomes that could not normally be achieved by individual organizational participants acting independently. |
