H. Brinton Milward

University of Arizona
School of Government and Public Policy

317 Social Sciences Building
University of Arizona
Tucson, AZ
milward@email.arizona.edu |  Visit Personal Website

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H. Brinton Milward is the Director of the School of Government and Public Policy at the University of Arizona. He holds the Providence Service Corporation Chair in Public Management. He was Director of the National Institute for Civil Discourse, which is co-chaired by President George Herbert Walker Bush and President Bill Clinton. He has been president of two national associations: the Public Management Research Association and the National Association of Schools of Public Administration and Affairs. He is a Fellow of the National Academy of Public Administration and in 2010 won the Distinguished Research Award given by the National Association of Schools of Public Affairs and Administration and the American Society for Public Administration for a "coherent body of work over a career." Dr. Milward's research interests revolve around networks and collaboration. The focus of his work has been on understanding how to efficiently and effectively manage networks of organizations that jointly produce public services like health and human services. He has conducted studies of what happens when governments privatize public services, which he terms "governing the hollow state." In addition, since 9/11 he has studied illegal and covert networks that pursue grievances or greed. His articles on "Dark Networks," have been widely cited for their application of network analysis and management theory to terrorist networks, human trafficking, drug smuggling, and other illegal activities. His particular foci have been the governance of dark networks, their trajectories, and accounting for their relative degrees of effectiveness and resilience. He holds current grant awards from NSF, Air Force Office of Scientific Research and the Defense Threat Reduction Agency.

Popp, JK, Milward, H.B., MacKean, G., Casebeer, A, Lindstrom, R. 2014. "Inter-Organizational Networks: A Review of the Literature to Inform Practice." Washington, DC: IBM Center for the Business of Government.
Abstract: The use of inter-organizational networks as a strategy for public sector management, and the study of these networks by a diversity of scholars, has grown rapidly in the past fifteen to twenty years. Network practice has often had to move ahead without the benefit of a well understood or easily available evidence base, and, while doing so, advancing practical knowledge in the field. This review of the literature, undertaken in a partnership between academics and practitioners, on the conceptualization, implementation and evaluation of inter-organizational networks is primarily meant to be a resource document for network practitioners—leaders, managers, participants and facilitators. The goal of the review was to bring forward and discuss evidence that would be of practical value to people managing or working in inter-organizational networks. Both academic research and literature from the practice field were included in the review. The key findings from this literature review fall under five thematic headings: • key concepts and characteristics; • network types and functions; • network governance, leadership and management, and structure; • network evolution; and • evaluating networks. In each of these areas, key findings from recent research and literature that are likely to be most relevant to practice are highlighted and discussed. Experiential knowledge gained from leading and working in networks is used to illustrate and expand on particular points. An evolving model of action to guide network evaluation is presented based on what is known from research and practice about the factors contributing to network effectiveness. The review concludes with suggestions for future research and practice, and some final reflections from the authors.
URL: http://www.businessofgovernment.org/report/inter-organizational-networks-review-literature-inform-practice
H. Brinton, Milward. 2014. "The Increasingly Hollow State: Challenges and Dilemmas for Public Administration." Asia Pacific Journal of Public Administration 36 (1):70-79.
Abstract: For over 20 years, a research programme has been conducted on service implementation networks that are connected to governments by a network of contracts. The networks themselves engage in a joint production of the service and thus collaboration is essential if these networks are to perform reasonably well. Most of the research in the programme has been in mental health. The degree of connectedness between the state and its agents has been used as a measure of how many degrees of separation there are between the source of taxpayer funds and the use of those funds. The more degrees of separation there are, the greater the degree of “hollowness”, and the more degrees of separation, the more difficult it is to govern and manage what is called a “hollow state."
DOI: 10.1080/23276665.2014.892275
Joosse, A.P. and H.B. Milward. 2014. "Organizational Versus Individual Attribution: A Case Study of Jemaah Islamiyah and the Anthrax Plot." Studies in Conflict and Terrorism 37:237-257.
Asal, Victor, H. Brinton Milward and Eric Schoon. Forthcoming. "When Terrorists Go Bad: Terrorist Organizations Involvement in Drug Smuggling." International Studies Quarterly.
René Bakker, Jörg Raab and H. Brinton Milward. 2012. “A Preliminary Theory of Dark Network Resilience.” Journal of Policy Analysis and Management 31 (1):33-62.
Carboni, Julia and H. Brinton Milward. 2012. “Governance, Privatization and Systemic Risk in the Disarticulated State.” Public Administration Review 72:536-544.

Substantive Focus:
Governance SECONDARY
Health Policy
Defense and Security PRIMARY
International Relations
Social Policy

Theoretical Focus:
Policy History
Policy Process Theory SECONDARY
Agenda-Setting, Adoption, and Implementation PRIMARY