Exploring the Innovative Capacity of Intergovernmental Network Managers: The Art of Boundary-Scanning and Boundary-Spanning

This chapter explores how network management is innovative from an intergovernmental perspective. The following questions are dealt with: who are the actual network managers; what management roles can be identified and how do they help create innovative capacity for intergovernmental problem-solving? These questions are answered through the use of a semi-inductive approach. First, network management is mapped using the framework developed by Kickert, Klijn and Koppenjan, and some additional elements are suggested for inclusion. Secondly, a role typology is developed and it is shown how the mix of these roles creates new intergovernmental capacity. The empirical evidence is drawn from case study data on two Flemish intergovernmental networks.