This paper investigates the relationship between representative democracy and governance networks... more This paper investigates the relationship between representative democracy and governance networks at a theoretical level. It does so by offering four conjectures and their implications for theory and practice. The incompatibility conjectures rests on the primacy of politics and sees governance networks as a threat. The complementarity conjecture presents governance networks as a means of enabling greater participation in the policy process and sensitivity in programme implementation. The transitional conjecture posits a wider evolution of governance forms towards network relationships. The instrumental conjecture views governance networks as a powerful means through which dominant interests can achieve their goals. Illustrative implications for theory and practice are identified, in relation to power in the policy process, the public interest, and the role of public managers. The heuristic potential of the conjectures is demonstrated through the identification of an outline research agenda.
In this article we address the elaboration of the central concepts of a theory of networks and of... more In this article we address the elaboration of the central concepts of a theory of networks and of network management. We suggest that the network approach builds on several theoretical traditions. After this we clarify the theoretical concepts and axioms of the policy network ...
This article investigates the relationship between the connective style of network management and... more This article investigates the relationship between the connective style of network management and outcomes of governance processes and explains differences and developments in managerial styles in complex governance networks in relation to outcomes. We found that a strong connective style of network management is related to good outcomes. We also found that discontinuity in management has a negative impact on outcomes. Moreover, we found that the background of managers and their connective management style are related: Network managers with a governmental background proved to have a less connective orientation than professional external managers.
... operation they engender result in lower costs and greater efficiency (McQuaid 2000; Savas ...... more ... operation they engender result in lower costs and greater efficiency (McQuaid 2000; Savas ... However, one cannot find definitive statements about which organizational form is best for ... literature, namely, the resource dependency perspective and neo-institutional theory, one can ...
... Analysis' in DL Rogers and DA Whetten (eds) Interorganizational Coordination: Theory, Re... more ... Analysis' in DL Rogers and DA Whetten (eds) Interorganizational Coordination: Theory, Research, and ... Braybrooke, D. and Lindblom, CE (1963) A Strategy of Decision: Policy Evaluation as a ... A. van and Teisman, GR (2007) 'Implementing NPM: A Complexity Perspective on ...
Summary In this paper we analyse the role of knowledge management in the policy process about the... more Summary In this paper we analyse the role of knowledge management in the policy process about the Development Plan 2010 for the Scheldt Estuary (a Dutch-Flemish river basin). The conflicts of interests around this package of measures are sharp. Therefore, knowledge is often strategically used in order to defend stakeholders' own preferences. The project organisation (ProSes) that prepares the Development
This article investigates the relationship between the connective style of network management and... more This article investigates the relationship between the connective style of network management and outcomes of governance processes and explains differences and developments in managerial styles in complex governance networks in relation to outcomes. We found that a strong connective style of network management is related to good outcomes. We also found that discontinuity in management has a negative impact on outcomes. Moreover, we found that the background of managers and their connective management style are related: Network managers with a governmental background proved to have a less connective orientation than professional external managers.
Public-private entities set up specifically to manage and implement urban regeneration projects h... more Public-private entities set up specifically to manage and implement urban regeneration projects have been observed across several nations. In these urban regeneration partnerships, public and private partners often work together to improve languishing neighbourhoods. One of the core ideas driving the establishment of these partnerships is that, in order to more effectively tackle the challenging regeneration process, these organisations should function at arm's length from the political institutions that oversee them.A specific question concerning these partnerships is how representative mechanisms work and how the partnership process is linked to traditional representative bodies or in other ways is connected to principles of democratic legitimacy. This paper explores the so-called democratic legitimacy of urban regeneration companies, as a form of public–private partnership, in more detail. It makes a distinction between three types of democratic legitimacy: accountability, voice, and due deliberation. Using material from a survey among managers of urban regeneration companies (URCs) in The Netherlands, this paper examines the impact of these three forms of democratic legitimacy on outcomes and trust of these URCs.The results show a fairly strong correlation between some criteria of democratic legitimacy, especially due deliberation on the one hand and performance and trust on the other hand.
... UT Student Theses. Printversion. Managing Implementation Processes in Networks. Share/Save/Bo... more ... UT Student Theses. Printversion. Managing Implementation Processes in Networks. Share/Save/Bookmark. O'Toole, LJ and Hanf, KI and Hupe, P. (1997) Managing Implementation Processes in Networks. In: Managing Complex Networks: Strategies for the Public Sector. ...
ABSTRACT Within public administration and policy sciences the concept of policy networks nowadays... more ABSTRACT Within public administration and policy sciences the concept of policy networks nowadays is well accepted. Not much attention has been paid so far to strategies aimed at institutional design. Therefore, in this article, we develop a conceptual framework to study institutional design more thoroughly. We do this by specifying the nature and variety of institutional rules that guide the behaviour of actors within networks. Given this categorization of rules, we identify possible strategies to change network rules. Next, we focus on the strategic context of attempts to influence the nature of institutional rules: the process of institutional design. We conclude with suggestions to apply the conceptual framework to empirical research into the forms, impacts and implications of attempts to change the institutional features of policy networks.
The Challenge of Public–Private Partnerships, 2005
... innovative products are realized, for example in the sphere of service provision, where at ..... more ... innovative products are realized, for example in the sphere of service provision, where at ... which are aimed at improving the living environment and/or housing and at ... Public-private partnerships as the management of co-production 99 method of cooperation the surplus value is ...
... Tony Bovaird elaborates in more detail the relationship between network theory and complexity... more ... Tony Bovaird elaborates in more detail the relationship between network theory and complexitytheory. He analyses policy networks dealing with the implementation of the Best Value Programme, a controlling mechanism developed by national governments to improve local ...
This paper investigates the relationship between representative democracy and governance networks... more This paper investigates the relationship between representative democracy and governance networks at a theoretical level. It does so by offering four conjectures and their implications for theory and practice. The incompatibility conjectures rests on the primacy of politics and sees governance networks as a threat. The complementarity conjecture presents governance networks as a means of enabling greater participation in the policy process and sensitivity in programme implementation. The transitional conjecture posits a wider evolution of governance forms towards network relationships. The instrumental conjecture views governance networks as a powerful means through which dominant interests can achieve their goals. Illustrative implications for theory and practice are identified, in relation to power in the policy process, the public interest, and the role of public managers. The heuristic potential of the conjectures is demonstrated through the identification of an outline research agenda.
In this article we address the elaboration of the central concepts of a theory of networks and of... more In this article we address the elaboration of the central concepts of a theory of networks and of network management. We suggest that the network approach builds on several theoretical traditions. After this we clarify the theoretical concepts and axioms of the policy network ...
This article investigates the relationship between the connective style of network management and... more This article investigates the relationship between the connective style of network management and outcomes of governance processes and explains differences and developments in managerial styles in complex governance networks in relation to outcomes. We found that a strong connective style of network management is related to good outcomes. We also found that discontinuity in management has a negative impact on outcomes. Moreover, we found that the background of managers and their connective management style are related: Network managers with a governmental background proved to have a less connective orientation than professional external managers.
... operation they engender result in lower costs and greater efficiency (McQuaid 2000; Savas ...... more ... operation they engender result in lower costs and greater efficiency (McQuaid 2000; Savas ... However, one cannot find definitive statements about which organizational form is best for ... literature, namely, the resource dependency perspective and neo-institutional theory, one can ...
... Analysis' in DL Rogers and DA Whetten (eds) Interorganizational Coordination: Theory, Re... more ... Analysis' in DL Rogers and DA Whetten (eds) Interorganizational Coordination: Theory, Research, and ... Braybrooke, D. and Lindblom, CE (1963) A Strategy of Decision: Policy Evaluation as a ... A. van and Teisman, GR (2007) 'Implementing NPM: A Complexity Perspective on ...
Summary In this paper we analyse the role of knowledge management in the policy process about the... more Summary In this paper we analyse the role of knowledge management in the policy process about the Development Plan 2010 for the Scheldt Estuary (a Dutch-Flemish river basin). The conflicts of interests around this package of measures are sharp. Therefore, knowledge is often strategically used in order to defend stakeholders' own preferences. The project organisation (ProSes) that prepares the Development
This article investigates the relationship between the connective style of network management and... more This article investigates the relationship between the connective style of network management and outcomes of governance processes and explains differences and developments in managerial styles in complex governance networks in relation to outcomes. We found that a strong connective style of network management is related to good outcomes. We also found that discontinuity in management has a negative impact on outcomes. Moreover, we found that the background of managers and their connective management style are related: Network managers with a governmental background proved to have a less connective orientation than professional external managers.
Public-private entities set up specifically to manage and implement urban regeneration projects h... more Public-private entities set up specifically to manage and implement urban regeneration projects have been observed across several nations. In these urban regeneration partnerships, public and private partners often work together to improve languishing neighbourhoods. One of the core ideas driving the establishment of these partnerships is that, in order to more effectively tackle the challenging regeneration process, these organisations should function at arm's length from the political institutions that oversee them.A specific question concerning these partnerships is how representative mechanisms work and how the partnership process is linked to traditional representative bodies or in other ways is connected to principles of democratic legitimacy. This paper explores the so-called democratic legitimacy of urban regeneration companies, as a form of public–private partnership, in more detail. It makes a distinction between three types of democratic legitimacy: accountability, voice, and due deliberation. Using material from a survey among managers of urban regeneration companies (URCs) in The Netherlands, this paper examines the impact of these three forms of democratic legitimacy on outcomes and trust of these URCs.The results show a fairly strong correlation between some criteria of democratic legitimacy, especially due deliberation on the one hand and performance and trust on the other hand.
... UT Student Theses. Printversion. Managing Implementation Processes in Networks. Share/Save/Bo... more ... UT Student Theses. Printversion. Managing Implementation Processes in Networks. Share/Save/Bookmark. O'Toole, LJ and Hanf, KI and Hupe, P. (1997) Managing Implementation Processes in Networks. In: Managing Complex Networks: Strategies for the Public Sector. ...
ABSTRACT Within public administration and policy sciences the concept of policy networks nowadays... more ABSTRACT Within public administration and policy sciences the concept of policy networks nowadays is well accepted. Not much attention has been paid so far to strategies aimed at institutional design. Therefore, in this article, we develop a conceptual framework to study institutional design more thoroughly. We do this by specifying the nature and variety of institutional rules that guide the behaviour of actors within networks. Given this categorization of rules, we identify possible strategies to change network rules. Next, we focus on the strategic context of attempts to influence the nature of institutional rules: the process of institutional design. We conclude with suggestions to apply the conceptual framework to empirical research into the forms, impacts and implications of attempts to change the institutional features of policy networks.
The Challenge of Public–Private Partnerships, 2005
... innovative products are realized, for example in the sphere of service provision, where at ..... more ... innovative products are realized, for example in the sphere of service provision, where at ... which are aimed at improving the living environment and/or housing and at ... Public-private partnerships as the management of co-production 99 method of cooperation the surplus value is ...
... Tony Bovaird elaborates in more detail the relationship between network theory and complexity... more ... Tony Bovaird elaborates in more detail the relationship between network theory and complexitytheory. He analyses policy networks dealing with the implementation of the Best Value Programme, a controlling mechanism developed by national governments to improve local ...
This article explores which leadership qualities public managers regard as important for public i... more This article explores which leadership qualities public managers regard as important for public innovation. It is based on a survey of 365 senior public managers in Copenhagen, Rotterdam and Barcelona. Five perspectives on leadership were identified and tested using a number of items. Some of these proved to be more robust than others. Analysis of the three cities reveals a nuanced set of leadership styles, which include a transformational style, and one that is more dedicated to motivating employees, risk-taking and including others in decision-making. This suggests the need for more research on leadership and public-sector innovation.
The use of public–private partnerships (PPPs) is one of the most distinctive features of strategi... more The use of public–private partnerships (PPPs) is one of the most distinctive features of strategic management in the public sector. One of the most significant, yet understudied, forms of PPP to emerge in recent years is the public–private joint venture (PPJV). Unlike contractual PPPs, in which public organizations specify the service to be provided under contract by private sector organizations, PPJVs involve the creation of a new institutional entity that is governed by all of the parties in the alliance. This paper examines the distinctive character of PPJVs and draws on documentary and case study evidence to evaluate the ways in which the mixing of public and private within this important collaborative form can be managed best.
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