In this research, we focus on the governance role of the coordinator affiliated to the leading agency in public–nonprofit service networks. We analyze the extent to which different types of coordinators are able to build consensus on a set of network goals in close collaboration with the nonprofit network partners. We explore three network cases, respectively, coordinated by a commissioner, a co-producer and a facilitator. Both network coordinators and respondents from participating nonprofit service agencies are interviewed.In contrast to earlier studies our analysis indicates that, in comparison with a facilitator, a commissioner and a co-producer are better equipped to reach consensus on a set of goals in service networks. The practice of synthesis is considered as very important when establishing consensus in a network.
In this research, we focus on the governance role of the coordinator affiliated to the leading agency in public–nonprofit service networks. We analyze the extent to which different types of coordinators are able to build consensus on a set of network goals in close collaboration with the nonprofit network partners. We explore three network cases, respectively, coordinated by a commissioner, a co-producer and a facilitator. Both network coordinators and respondents from participating nonprofit service agencies are interviewed.In contrast to earlier studies our analysis indicates that, in comparison with a facilitator, a commissioner and a co-producer are better equipped to reach consensus on a set of goals in service networks. The practice of synthesis is considered as very important when establishing consensus in a network.