English (United Kingdom)

https://curated-unify.zendy.io/wp-json/zendy-region/v1/featured_content/oa?rat=en

https://curated-unify.zendy.io/wp-json/zendy-region/v1/highlighted_journal/

Global: Zendy Plus annual

Presents the access of premium content as premium feature

Premium Content

Presents the keyphrase highlighting as premium feature

Keyphrase Highlighting

Presents the summarisation as premium feature

Summarisation

Insights

Presents the pdf analysis as premium feature

PDF Analysis

Presents the zaia usage as premium feature

ZAIA

Global: Zendy Tools annual

Global: Zendy Free Plan

Global: Zendy Tools monthly

Global: Zendy Plus monthly

Scholars often view conflict management in governance networks as a consensus-seeking practice in which managers attempt to resolve disputes and advance collective network goals. In contrast, this article uses a power-based perspective to explore how different power strategies – adversarial and cooperative – may be applied to manage conflict and disagreements in networks. Using qualitative empirical evidence from two Israeli governance networks, it postulates these strategies lead to different types of network administrative organizations (NAOs) – exclusive and inclusive – which may enhance or obstruct inter-organizational collaboration. The article uses the case studies to evaluate the ensuing implications for networks‘ endurance, legitimacy, and performance.

Power and conflict in network governance: exclusive and inclusive forms of network administrative organizations