Network Structure and Spinoff Effects in a Collaborative Public Program

Despite a growing body of literature on program implementation networks, most studies have focused on understanding the network structures involving the implementation of initial or inceptive public programs. Little attention has been paid to what network structures actors create to pursue spinoff effects. Spinoff effects are defined as offshoot projects that take place ex-post the completion of the initial public projects or programs. Framing postproject collaboration between communities (villages) and organizations for spinoff projects as social networks, this research examines the network structures that drive postproject collaboration. The network data on postproject collaboration came from a field survey of 62 communities from Nepal that were engaged in building ties with organizations to mobilize resources for spinoff projects. The results from bipartite exponential random graph models applied to the network data show that postproject collaboration ties are influenced by network centralization around communities, or a greater variance among communities in the number of ties with organizations, reflecting differences in the communities' needs for spinoff projects. In addition, communities use network bridging, or indirect ties to other communities through the partner organizations, to access new information valuable to spinoff projects. Given the widespread use of public programs, these findings provide important insights to communities and managers as they advocate postproject collaboration to realize spinoff effects and thereby to sustain the impact of public programs.