“Do public managers operate differently in interorganizational networks than they do in the organizations where they do most of their work? This basic question is asked from the perspective of state and federal government officials as they work with other agencies to access information, exchange resources, and solve vexing problems that occur at the boundaries of their agencies. Based on an examination of 12 networks based in Midwest states, network processes are examined, relating to how managing networks are different, how networks are promoted, how trust replaces hierarchical authority, how decisions are brokered, and how technology is accessed.”