ABSTRACT
This chapter examines the network design as a static condition and the network development as a dynamic process of organising. Network design views networks as static forms of organisation in that it examines network dynamics at a particular point in time. Networks comprise organisations, units within organisations, or individuals who represent organisations, having formed relationships to achieve certain outcomes. Networks can be studied as static organisational forms or as dynamic processes of organising. The reasons for the appointment of a lead organisation relate to the complexities of the operational environment. Provan and Kenis identify a significant tension between exclusiveness' and inclusiveness' in the membership of networks, particularly important in terms of the trade-off between efficiency and effectiveness. The National Threat Assessment Centre was driven by two issues: who could contribute and how best they could contribute. Networks constantly adapt to internal and external contingencies in terms of both network design and network governance.
