Public policy usually develops in the complex networks of public, quasi-public and private organisations. It is now generally accepted that these networks set limits to the governance capability of the administration. A good deal less is known about the opportunities which policy networks offer for tackling social and administrative problems. This article deals with the way in which network management enables government organisations to benefit from networks. Building on the theoretical concepts of `networks' and `games', two forms of network management are identified: game management and network structuring. Four key aspects can be identified for both of the management forms: actors and their relations, resources, rules and perceptions. At the same time, criteria for the assessment and improvement of network management are examined. The article concludes with a consideration of the limits of network management. (Author/publisher)
Abstract