The document discusses the challenges of network-based development. It argues that networks emerge strongly due to their ability to access resources outside markets and bureaucracies. However, network development is difficult as it requires consensus on priorities, roles, and steering. The document outlines challenges around collaboration and proposes that effective networks require unifying strategies, a collaborative culture, and competent shared leadership with broad legitimacy.

2. The Collaborative Dilemma of Network Based Development Dr. Roger Normann, University of Agder and Agderforskning Symposium of thinkers and doers „ Possibilities and challenges of civil society in Latvia” Friday June 4 th 2010, Riga Latvian Society House, Latvia

4. The Agder region in the southernmost part of Norway Some population figures (2008), source Statistics Norway Kristiansand (79 000) Arendal (41 000) Stavanger (120 000) Sandnes (62 000) Oslo (560 000) Bergen (248 000) Rogaland (413 000) Agder region (272 000)

7. Networks are Different *Adapted from: Powell, W. W. (1990), "Neither market nor hierarchy: Network forms of organization", Research in Organizational Behavior, 12 , 295–336. Forms* Key Features Market Hierarchy Network Normative basis Contacts – Property Rights Employment Relationships Complementary Strengths Means of Communication Prices Routines Relational Methods of conflict resolution Haggling- resort to courts for enforcements Administrative fiat- supervision Norm of reciprocity- Reputational concerns Degree of Flexibility High Low Medium Amount of commitment Among the Parties Low Medium to High Medium to High Tone or Climate Precision and/or Suspicion Formal, bureaucratic Open-ended mutual benefits Actor Preferences or Choices Independent Dependent Interdependent

11. A typology of the challenges given by network based development processes Normann, R. H., & Isaksen, A. (2009). Klyngegovernance: Perspektiver på styrt utvikling av regionale næringsklynger (No. FoU rapport nr. 3/2009). Kristiansand: Agderforskning. Consensus on priorities, strategies and development aims No consensus on priorities, strategies and development aims Consensus on roles, responsibilities, and authority A Best case scenario, effective collaboration B Type I conflicts No consensus on roles, responsibilities, and authority C Type II conflicts D Difficult to sustain collaboration over time with this configuration

15. Typology of collaborative network patterns that produces consensus Type Description Collaborative pattern A Agreements based on negotiations and strategic interactions. Related to a specific issues or phases. Not necessarily manifested into a repeating relational pattern. B Interactions based on a relational understanding of other actors and institutions. Related to a specific collaborative arenas. The relational patterns (norms) are not necessarily transferable to other arenas or spheres. C Joint action based on a shared understandings and beliefs. Related to specific contextual circumstances. The dominant narrative (discursive framework) is difficult to change/adept to new circumstances. A +B Networks organised around a specific subject matter or development issue. Relatively robust collaborative patterns are likely to emerge. Doesn't necessarily transcend institutional boundaries or spheres. A +C Transactions between actors/institutions from different contexts (visitors) that recognise shared beliefs, values, norms. Situational and not necessarily rooted in a deeper relational understanding of the other. B +C An ceremonial type of interaction that repeats itself and could transcend specific contexts. An ineffective but robust (repeating) collaborative pattern. A +B +C Actors committed to collaborating on a broader range of issues that transcends specific arenas, institutional interest or contexts. The most resilient collaborative pattern, the critical issue is the inherent quality of the development narrative.

20. RIS Contact information: Professor Hans Christian Garmann Johnsen T: (47) 37253160 E: [email_address] Post.doc Roger Normann T: (47) 48010540 E: [email_address] The ideas presented here is also forthcoming as a chapter in: Johnsen, H. C. G., & Ennals, J. R. (Eds) (2011) Creating Collaborative Advantage (Farnham: Gower).