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dc.contributor.authorBarrutia Legarreta, José María
dc.contributor.authorEtxebarria Miguel, María Carmen ORCID
dc.date.accessioned2024-02-08T08:39:01Z
dc.date.available2024-02-08T08:39:01Z
dc.date.issued2020-01-07
dc.identifier.citationPublic Management Review 23(7) : 1006-1031 (2021)es_ES
dc.identifier.issn1471-9037
dc.identifier.issn1471-9045
dc.identifier.urihttp://hdl.handle.net/10810/64919
dc.description.abstractThe success of collaborative networks relies on interactions between participants, which involve costs and are uncommon. We argue that participation in interactions is explained by participation attitudes, which, in turn, stem from motivations; and we propose a model that links a wide range of motivations and attitudes. It was tested with a survey that involved 120 public managers who participated in a pro-sustainability network of municipalities in Zaragoza. While the links between motivations and attitudes are complex, it was found that organisational-level internal motivations and managers’ identification with the network are more powerful than external rewards for preventing free-rider behaviours.es_ES
dc.description.sponsorshipThis work was supported by the Spanish Government [grant number ECO2016-76348-R, AEI/FEDER, UE], and the Basque Government [grant Number GIC 15/128; IT-952-16].es_ES
dc.language.isoenges_ES
dc.publisherTaylor and Francises_ES
dc.rightsinfo:eu-repo/semantics/openAccesses_ES
dc.subjectpublic managerses_ES
dc.subjectparticipation attitudes
dc.subjectmotives
dc.subjectgovernance networks
dc.subjectsocial identification
dc.titlePublic managers’ attitudes towards networks: different motivations, different attitudeses_ES
dc.typeinfo:eu-repo/semantics/articlees_ES
dc.rights.holder(c) 2020 Taylor & Francis
dc.relation.publisherversionhttps://www.tandfonline.com/doi/full/10.1080/14719037.2019.1708440
dc.identifier.doi10.1080/14719037.2019.1708440
dc.departamentoesEconomía financiera IIes_ES
dc.departamentoeuFinantza ekonomia IIes_ES


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