01605nam a2200193Ia 4500008004100000100002300041245010100064260000900165300001500174504001200189520095300201650002301154650002301177650002501200773003301225906002301258999001901281952011101300181130s2018    xx            000 0 und d  aShrestha, Manoj K.  aNetwork structure, strength of relationships, and communities' success in project implementation  c2018  ap.284-294.  dMar/Apr  aStudies of network effectiveness in the collaborative public program setting commonly have found that actors with more organizational partners, more indirect (bridging) ties to other partners, and more cohesive relationships among partners have greater success in implementing projects. This article contributes to this literature by developing and testing hypotheses about how strength of relationships, measured by frequency of contacts, moderates these results. In the context of community water supply projects in Nepal, the article shows that greater frequency of contacts between communities and organizational partners enhances the impact of having more partners and more cohesive relationships among partners but decreases the impact of having more indirect connections. For practitioners and network theorists, these findings highlight the importance of strength of relationships in the link between networks and performance. - Reproduced.  aNetwork governance  aProject management  aWater supply - Nepal  aPublic Administration Review  aProject management  c506923d506923  00104070aIIPAbIIPAd2018-12-07h78(2), Mar/Apr, 2018: p.284-294.pAR118718r2018-12-07w2018-12-07yAR