This paper refines and tests a key proposition from network theory, that the location of implementation agencies within collaborative networks affects their performance in terms of the quality of policy outcomes they achieve. I draw on social network theory to formulate specific and testable hypotheses regarding the effects of multiple ties, indirect ties and cohesive subgroups among implementation agencies on their performance.
To test these hypotheses, I construct a unique data-set on the implementation of EU cohesion policy projects in Scotland from a government information system. The dataset covers the implementation of 746 projects in the period 2007-13. The organisations that lead and participate in these projects are considered implementation agencies. Since many of these organisations are involved in the delivery of several projects, I am able to formulate indicators of the network relations among them. The dataset contains indicators about the quality of performance of each of these projects.
