The study found that within each SART, organizations reported to other member organizations, valuing their role, serving as a resource to their work, and communicating outside of official meetings. Across the SARTs, there was high connectedness and reciprocity and low to moderate dependence on one organization to drive relationships; however, there was dependence on a subgroup of organizations to drive additional communication relationships. Implications for managing relationships in SARTs are discussed. (publisher abstract modified)
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