Local government networks are often characterised by coordination failures between multiple actors possessing resources that are critical for the success of the network. In the study of public networks, focus is drawn here on the obstacles faced in managing these networks, a relatively understudied phenomenon. While the existing literature throws light on how to manage such networks, relatively less attention is paid to understanding the obstacles they face. Using a decentred approach, we examine the implementation network for the Mahatma Gandhi National Rural Employment Guarantee Act, 2005 in the panchayats of West Bengal. The findings reveal that network composition plays a greater role in coordination compared to network structure. The study also shows that the inability to address a hidden agenda often makes bureaucratic leadership ineffective, whereas control over public discourse makes political executives better suited to manage networks.
