120928 ees helsinki networks are causing effects - … · networks are causing effects – but...
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Contact:
Center for Evaluation
Box 15 11 50D-66041 Saarbrücken
Phone.: +49 - (0)6 81- 3 02 - 33 20E-Mail: [email protected]
www.ceval.de and www.sprintconsult.eu
Networks are causing effects – but how?!
Impact evaluation of networks
Dr. Sebastian Elbe, Dr. Judith ElbeSPRINT Consult, DarmstadtDr. Wolfgang Meyer, Maria AlbrechtCEval, Saarland University, Saarbruecken
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Content
Impact Evaluation of Regional Network
Governance
Example I: Regional Bioenergy Networks
Example II: Cross-Border Networks
Conclusion and some Recommendations
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Network Theories
• Economic theories
- Theories of the firm, the organization and transaction costs
–> why are corporate actors necessary?
- Bipolarity of ‘market’ and ‘hierarchy’ oversimplified reality
-> broad variety of mixed or hybrid organizational forms of
cooperation classified as ‘networks’
• Political theories
- New Public Policy, regulation and governance theories
-> how is participative policy possible beyond government?
- Relation between decision makers and the people
- > networks as a new form of political decision making
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Impact Evaluation of Network Governance
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Impact Evaluation of Network Governance
Governanceof networks
(socialinstitutions)
„Governancewithin
networks“(coordination
of action)
„Governancethrough
networks“ (effectivity ofcooperation)
Continous regulations to (re-)produceTrust Impact
composing
interrelated
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Criteria Organisation „Hierarchy“
Network Market
Goals Long term, diffuse
Mid term,limited
Short term,exchange only
Strukture Formal Order(Division of
Labor)„Responsibility“
Informal Rules
(egalitarian)„Trust“
None
„Offer and Demand“
Process Regulated route
ModeratedDiscourse Bargaining
Aktors Members (closed)
Delegates Participants (open)
Finance Own Budget
Partially shared Budgets
Divided Budgets
Personal Own Personal SharedManagement
None
Evaluating Governance within Networks
Impact Evaluation of Network Governance
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Reaching the target groups
Acceptance by target groups
(and stakeholders)
Impact of network actions
Sustainability of impacts
Utility for target groups
Evaluating Governance through Networks
Impact Evaluation of Network Governance
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Challenges for Evaluating Regional Governance
• Process analysis: regional network governance is a
process – but network methods are structural
oriented and time is too short for repeated measures
• Multilevel analysis: processes are evolving on several
different levels and must be assessed by multilevel
analysis – but network methods focus on people only
• Communication analysis: the driving forces are
communication and exchange activities which must
be analyzed adequately – but network methods focus
on subjective opinions only.
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Impact Evaluation of Network Governance
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Regional Bioenergy Networks
Example I:Regional Bioenergy
Networks in Germany
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Regional Bioenergy Networks
Background
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Position and Size of 25 Bioenergy‐Regions in Germany Colours indicate number of contact persons within the network(Kartengrundlage: FnR).
Regional Bioenergy Networks
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Regional Bioenergy Networks
Method used
• Quantitative network analyses at two different
points in time in 25 so called bioenergy regions
• Data collection: at the beginning of the funding
period in 2009 and beginning of 2012
• The network analysis includes information
about the qualities of each contact, attributes of
the regional population, identification with the
region, and the work of the network
management to collect further qualitative data
in addition to quantitative network analysis.
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Regional Bioenergy Networks Diversity of Network Forms
A ‘good’ example:high density,
very compact,many actors involved
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Diversity of Network Forms
A ‘bad’ example:low density,very small,
Only the four providers are doing the work
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Regional Bioenergy Networks
Main experiences
• Process Analysis
- The networks tend to decrease in size; certain parts
grow closer together
- Networks are shifting.
• Multi-level Analysis
- Not applicable: personal relationships were of interest
for the network analysis based on a social capital
concept.
• Communication Analysis
- Using a methodological ‘trick’: selection of theoretical
foundation (social capital) for the analysis.
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Cross-Border Networks
Example II:Cross-Border Networks in the ‘Grande Region’Saar-Lor-Lux
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Cross-border Networks
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3 Languages(French, German, Luxembourgish)
4 National States (Belgium, France, Germany, Luxembourg)
5 Federal States (Lorraine, Luxembourg,Rhineland-Palatine, Saarland, Wallonia)
12 Departments(only border departments)
About 200.000 People arecrossing borders every dayon their way to work
Background
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010203040
Regierungskommission (1970)
Regionalkommission
Interregionaler Parlamentarierrat
Gipfel der Großregion
Interregionaler Gewerkschaftsrat Saar-Lor-Lux-…
Gewerkschaftliche Interregionale im Dreiländereck
Gewerkschaftliche Plattform
Interregionaler Rat der Handwerkskammer
Arbeitsgemeinschaft Industrie- und Handelskammern
Wirtschafts- und Sozialausschuss der Großregion
EURES
Interregionale Arbeitsmarktbeobachtungsstelle
Task Force Grenzgänger (2011)
Age of main Labor Market Networks in the Grande Region (2012)
Politics
Labor Market
Economic andSocial Partners
Cross-border Networks
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Method used
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17 qualitative Interviews
102 Participants
Cross-border Networks
Context- and Situationanalysis
Selection of Relevant Actors
Expert Interviews
Additional Expert Interviews
Network Research
By using recommendations
1. Phase
Standardized Online Survey
Governanceand Decision
Making
Challengesand Problems
Development and
Perspective
Network Analysis
------------------------------------------------------------------------------2. Phase
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Cross-Border Networks
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Networks:• WSAGR: Wirtschafts- &
Sozialausschuss der Großregion• TF: Task Force Grenzgänger• EURES-T SLLR• EURES-T PED• IBA: Interregionale Arbeits-
marktbeobachtungsstelle• IPR: Interregionaler
Parlamentarierrat• IHK: Arbeitsgemeinschaft der
Industrie- und Handelskammern• HWK: Interregionaler Rat der
Handwerkskammern• IGR: Interregionaler
Gewerkschaftsrat• Gewerkschaftliche Plattform• Interregionale:
Gewerkschaftliche Interregionale im Dreiländereck
• Gipfel/Regionalkommission
Density: 0,59Source: Albrecht & Meyer 2012
Personal Network of Networks
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Cross-border Networks
Main experiences
• Process Analysis
- Number of networks increased in the last 40 years –
few dynamics in networks (reported by actors)
- sophisticated system that could save its influence less
by extension but by creating new competences
• Multi-Level Analysis
- Taking into account multi-membership
- Aggregating personal to group opinions
• Communication Analysis
- Language Problem
- Asking the interviewees to name the three most
important successes, but no communication analysis28.06.2013 Elbe, Elbe, Albrecht and Meyer 20
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Conclusions and Recommendations
Process analysis: Assessing dynamics
• Only a dynamic approach is able to answer the
question if and how the networks are developing
• The “gold standard”: Network analysis of the
same networks at different points in time – but
regional governance networks develop slowly and
it needs a long time for research
• Second best solution: Qualitative longitudinal
analysis of data of the networks by document
analysis and interviews – but what about validity?
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Conclusions and Recommendations
Multilevel Analysis: Avoiding a personal focus
• Taking into account personal networks,
delegations and multi-membership
• The “gold standard”: To avoid the bias between
organization and person, interview always several
persons from an organization, analyze their
positions in the organization and then weight the
data by these positions for an aggregated value
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Conclusions and Recommendations
Communication Analysis: More in-depth
assessment necessary
• There is no “gold standard” at the moment –
communication sciences should be more
included
• Bioenergy case interpreted the networks in
relation to the existing social capital to estimate
knowledge transfer/capability of acting
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Elbe, Elbe, Albrecht and Meyer 2012