Networks and Evaluating Public-sector Reforms

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Abstract
Concentrating on ways of describing and measuring organizational networks as a form of social capital, and how it is affected by changes in public-sector procedures, this article advocates a particular approach to the evaluation of public-sector reforms. The authors report on an empirical investigation conducted in the Netherlands, in which they monitored relationships between social capital and government reforms and used network methodology. Social networks—the 'social capital' of the organization— greatly contribute to the productivity of individual employees as well as organizations. It is argued that well-intentioned reorganizations or reforms may well turn formerly existing social capital into 'sour' capital, and lead to a consequent deterioration in efficiency, effectiveness and customer satisfaction.

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