Building Collaborative Governance in Times of Uncertainty

Bouckaert, Geert

doi:10.11116/9789461665058

Cited by 7 publications

(1 citation statement)

References 136 publications

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“…Our research findings in respect of water governance raised similar concerns. While structures definitely support relationship building, as highlighted in the literature on collaborative governance (Bouckaert et al, 2023), the extent to which authority is devolved away from the traditional hierarchical structures remains a moot point.…”

Section: Clearly Assign Roles and Take Ownership Of Responsibilitiesmentioning

confidence: 99%

Governance of reform in the Irish public service

O’Riordan,

Boyle

2023

Administration

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In the academic literature governance is a contested term. It is about how organisations are run and the oversight and accountability that are encompassed in this process. However, it can also be viewed in terms of delivery, ‘getting things done’. In the public service this equates to implementing government policy, which is why the term is sometimes seen as synonymous with public management. Collaborative governance recognises that delivering on many government policies requires different sectors and levels of government working across organisational boundaries. This presents its own additional set of challenges. This paper reviews the governance of public service reform since the financial crisis in 2011. This is a policy area that clearly requires a ‘joined-up’ approach. The paper uses a governance framework that emerged from an extensive research programme between the Environmental Protection Agency and the Institute of Public Administration examining water governance arrangements. While it is clear that governance matters a great deal, achieving it in practice can be complex. This paper identifies strengths and weaknesses in respect of the governance of public service reform and makes recommendations for improvements.

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Section: Clearly Assign Roles and Take Ownership Of Responsibilitiesmentioning

confidence: 99%

Governance of reform in the Irish public service

O’Riordan,

Boyle

2023

Administration

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Social dimension of the circular economy: Impact categories through fuzzy Delphi method

Galarza‐María,

Díaz de Junguitu,

Labaien

2024

Sustainable Development

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The scholarly literature highlights the relevance of the social dimension of the circular economy (CE); yet the empirical analysis of this issue has been overlooked. This work sheds light empirically on this gap with a fuzzy Delphi study carried out in a region with strong institutional support for this paradigm. Through the consensus of 25 experts, a set of social impact categories of the CE was scrutinized. The results contribute to widening the current quantitative vision on the employment generated by CE, through the exploration of its qualitative aspects. According to our findings, technological innovation in high‐skilled employment appears to be crucial. Likewise, the results anticipate impacts derived from collaboration among stakeholders in a circular context still at an incipient stage. The expert panel also highlights the relevance of socio‐cultural and behavioral changes. Implications for public policy makers and other stakeholders are also analyzed, namely the development of a monitoring framework of the social dimension of the CE.

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Social Processes of Public Sector Collaborations in Kenya: Unpacking Challenges of Realising Joint Actions in Public Administration

Onyango

2024

J Knowl Econ

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Social processes behind the success or failure of collaborative implementation frameworks in African public administration contexts are under-researched. This paper addresses this gap by paying particular attention to trust attributes in collaborative implementation arrangements in Kenya. It shows how implementation challenges of policy programs and interventions may be linked to these interventions’ social characteristics in the public sector. The paper draws on a threefold approach of mutual trust and administrative data on public sector collaborative implementation arrangements for Kenyan anti-corruption policy like the Kenya Leadership Integrity Forum. Findings show that despite increased efforts to realise joint actions in public sector collaborative arrangements, they remain primarily symbolic and hierarchical and feature loose social cohesion among actors, producing challenges bordering on deficiencies in social processes of implementation. These include politicised aloofness or lack of commitment, unclear governance structures, coordination deficiencies, inter-agency conflicts, layered fragmentations, and overlapping competencies among different agencies. The paper recommends identifying and nurturing socially sensitive strategies embedded in mutual trust, like informal knowledge-sharing channels, to address primarily mandated public sector collaboration challenges in Kenya. Such efforts should consider systematic training and incentivising public managers to think outside inward-looking organisational cultures, allowing them to devise sustainable collaborative implementation approaches (promote open innovation) for policy programs, particularly anti-corruption policy.

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Building Collaborative Governance in Times of Uncertainty

Cited by 7 publications

References 136 publications

Governance of reform in the Irish public service

Governance of reform in the Irish public service

Social dimension of the circular economy: Impact categories through fuzzy Delphi method

Social Processes of Public Sector Collaborations in Kenya: Unpacking Challenges of Realising Joint Actions in Public Administration

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