01056pab a2200181 454500008004000000100002100040245006700061260000900128300001300137362001500150520051700165650002600682650001300708773003300721909001000754999001700764952009300781180718b2006   xxu||||| |||| 00| 0 eng d  aAgranoff, Robert  aInside collaborative networks: ten lessons for public managers  c2006  ap.56-65.  aSupplement  aThis paper offers practical insights for public managers as they work within interoganizational networks. It is based on the author's empirical study of 14 networks involving federal, state, and local government managers working with nongovernmental organizations. The findings suggest that networks are hardly crowding out the role of public agencies; though they are limited in their decision scope, they can add collaborative public value when approaching nettlesome policy and program problems. - Reproduced.  aPublic administration  aManagers  aPublic Administration Review  a72431  c72431d72431  00104070aIIPAbIIPAd2018-07-19hVolume no: 66, pAR72891r2018-07-19w2018-07-19yAR