ABSTRACT
This chapter examines the dynamics of social and the organisational relationships in public sector networks in the field of national security. Social networks refer to the informal networks based on the interpersonal relationships. Informal networks are able to be leveraged to the benefit of individuals, organisations and the networks in important ways. Inter-organisational relationships are clearly important but it is difficult to determine the importance of inter-organisational trust and its relationship with the interpersonal trust. The network literature refers to such connections in terms of social capital, a term which, as Burt argues, can be linked to the outcomes that include leadership, mobility and power. Organisational networks are based on formal relationships between organisations. The dynamics of organisational networks are believed to differ from those of social networks as there is less emphasis on interpersonal relationships than there is on inter-organisational relationships.
