Paradox and collaboration in network management

Sonia M. Ospina, Angel Saz-Carranza

Research output: Contribution to journalArticlepeer-review


Qualitative evidence from action networks is used to answer the research question, How do leaders of successful networks manage collaboration challenges to make things happen? This study of two urban immigration coalitions in the United States found that their leaders developed practices as a response to two paradoxical requirements of network collaboration: Managing unity and diversity when doing inward work and confrontation and dialogue when doing outward work. By illuminating how leaders responded to these complex demands inherent in action networks, the authors open up the black box of managing whole networks of organizations and underscore the role of leadership in interorganizational collaboration.

Original languageEnglish (US)
Pages (from-to)404-440
Number of pages37
JournalAdministration and Society
Issue number4
StatePublished - Jul 2010


  • Collaboration
  • Networks
  • Paradox
  • Qualitative research

ASJC Scopus subject areas

  • Sociology and Political Science
  • Public Administration
  • Marketing


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