Jenkins, LekeliaKowalski, Adam2013-07-252015-12-142013-07-252013Kowalski_washington_0250O_12052.pdfhttp://hdl.handle.net/1773/23509Thesis (Master's)--University of Washington, 2013The linkage of diverse sets of actors at different management levels and across institutional and organizational boundaries is at the core of adaptive governance regimes but often poses one of the greatest challenges in managing our natural resources. Bridging organizations can form these important linkages and facilitate interactions among actors in governance regimes by lowering the transaction costs of collaboration. The Center for Ocean Solutions (COS) is an example of a bridging organization that is focused on linking actors within the ocean sciences and governance arena, in part, through the use of working groups. This research examines how network connections between group members affect working group functionality and, more specifically, whether cohesive network structures allow groups to more effectively achieve their goals and objectives. A mixed-methods approach, incorporating both qualitative and quantitative data collection and analysis methods, is employed to understand the structural characteristics of COS working groups. The study finds that cohesive network structures are not associated with increased working group functionality. Strong, centralized leadership is a better predictor of working group success in achieving goals and objective.application/pdfen-USCopyright is held by the individual authors.bridging organizations; natural resource managment; social network analysis; social science; working groupsEnvironmental managementEnvironmental sciencemarine affairsThesis