Effectiveness in Governance networks - The role of shared identity as a unifying concept

Abstract

This study aims to evaluate the relevance of shared identity as a concept linking collaborative behaviours to effectiveness in governance networks. It seeks to refine and enhance our understanding of the essential ingredients of effective collaboration and to explore the existence of a mechanism that drives behaviours towards greater effectiveness. Qualitative and quantitative data from 22 Irish local authority-based governance networks were used in this comparative case study. The survey data were analysed using Qualitative Comparative Analysis (QCA) techniques. These techniques allow the researcher to take a configurational approach to exploring the complexity and nuances of interpersonal interactions in group settings using subjective and objective measures. The existence of an effectiveness mechanism was explored using interview data. The study found that the key factors in producing a shared identity are shared goals, trust and mutual support. It also found that, while the participants considered shared identity to be necessary for effectiveness, this was not borne out by objective measures using local authority data. The study's shared identity mechanism comprises behaviours, understanding and emotional connection. All three are to be seen in typical effective groups while none of the three is generally present in groups not considered effective. The message for practitioners, therefore, is to pay attention to behaviours and other factors that build positive feelings towards both the goals and other members. No evidence linking subjective and objective effectiveness was found in this study, and this may be an area that warrants further exploration.