In recent years the concept of networks as a form of organisation has gained in currency both as a metaphor and as an explanatory tool for a range of natural phenomena (Barabási, 2014; Newman, 2010). The term ‘network’ seems to have been available in the 19th century, although it was first used in academic literature by Radcliffe-Brown in 1940 and early sociologists recognised its significance as an aspect of social living (Warner and Lunt, 1942). It offers a useful model for examining the interactions of daily life and thinking about community dynamics. As the previous chapter showed, within community development, networks are seen as the means for coordinating collective action, supporting the activities of practitioners and providing important means of communication through various technologies, increasingly using online platforms and social media, as well as face-to-face interaction.

This chapter provides an introduction to network theory, specifically examining form and function. It reviews analytical models developed from group and organisational studies and identifies key features often associated with effective networking. Networks are presented as an effective mode of organising in complex and turbulent environments. They play an important role in the development of successful coalitions and partnerships. Networks can either be described as ‘organic’ – sustained as a natural result of the interactions between members – or they can be seen as ‘engineered’ – devised and established by an external agency for a specific purpose. Networks can be closed or open, depending on how membership is defined or how porous boundaries are, operating as opaque cliques or dynamic adaptive systems (Kastelle and Steen, 2014).

Form and function

Networks support networking: they enable people to share ideas, consolidate relationships, exchange goods and services, and cooperate. Networks generally operate on the basis of shared values and informal connections that are maintained by a continuing and reciprocal commitment. They differ from formal organisations in being less dependent on rules and structure and tend to function through personal interaction between people who know (or know of) each other.