Capturing the Castle: Tenant Governance in Social Housing Companies

Bradley, Quintin

doi:10.1080/02673030802425610

Cited by 18 publications

(8 citation statements)

References 35 publications

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“…In this sense, tenant (and councillor) board members can be seen as 'representatives without the means to represent' (Clapham & Kintrea, 2000, p. 547). Consequently, as further discussed by Bradley (2008), there is a degree of ambiguity about tenant board membership as a contribution to broader tenant empowerment.…”

Section: Corporate Governance Structures and Tenant Empowermentmentioning

confidence: 95%

“…In relation to social housing, others have highlighted the value of Foucault's concept of governmentality as a framework for how governmental objectives might be realised through the mobilisation of non-statutory agencies and the empowerment of consumers (Bradley, 2008;McKee & Cooper, 2008). Thus, it can be argued that the rise of non-state organisations, and the associated empowerment of tenants and residents, is not simply a transfer of power from the state to non-state actors, nor simply a shift in institutional locus from the state to the private or voluntary sectors.…”

Section: Theorising the Changing Governance Of Social Housingmentioning

confidence: 97%

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Second Generation Stock Transfers in Britain: Impacts on Social Housing Governance and Organisational Culture

Pawson

Smith

2009

European Journal of Housing Policy

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By 2008, ownership transfers of former council housing had been proceeding for 20 years. Since 1997, the process has encompassed many larger urban local authorities, with housing departments which could have been fairly characterised as monolithic, producer-oriented bureaucracies. Drawing on new research evidence from England, Scotland and Wales, this paper considers the extent to which these 'second generation' transfers have delivered against policy objectives to reform the governance and organisational culture of social housing. The empirical evidence suggests that second generation transfers have provided a substantial stimulus to tenant involvement and to the development of more consumer-focused, inclusive and commercially minded organisations. However, ministerial aspirations for transfer as a vehicle for community empowerment have not always been realised. And, to the extent that they have triggered beneficial change in governance and organisational culture, questions remain about the durability of such gains.Housing policy, social housing, organisational culture,

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Section: Corporate Governance Structures and Tenant Empowermentmentioning

confidence: 95%

Section: Theorising the Changing Governance Of Social Housingmentioning

confidence: 97%

Second Generation Stock Transfers in Britain: Impacts on Social Housing Governance and Organisational Culture

Pawson

Smith

2009

European Journal of Housing Policy

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“…It has been a long tradition to encourage tenant participation in social housing in the UK (Victory and Malpass, 2011). Of course, there are also positive views on tenant participation (Bradley, 2009). An even stronger form of tenant participation is Tenant Managed Organisation in the UK or Resident Managed Corporation in the USA (Sousa and Quarter, 2004).…”

Section: Literature Reviewmentioning

confidence: 99%

“…In this sense, they can be treated as quasi-owners who still face the hold-up problem. It is then not surprising that tenant participation schemes are devised in many low-income rental housing projects (Bradley, 2009). They can be regarded as a form of integration that helps to mitigate the political hold-up problem.…”

Section: The Efficiency Factorsmentioning

confidence: 99%

A theoretical framework of the governance institutions of low-income housing in China

Deng

2017

Urban Studies

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This paper develops a theoretical framework for institutional analysis of the governance of low-income housing in the city. I focus on the provision of local public goods as a central issue for low-income housing. Factors that affect the governance structure from the efficiency perspective and the equity perspective, respectively, are explored. I argue that over-subsidisation is an important problem for income-redistribution institutions and, hence, public housing or social housing becomes an important form of governmental intervention in low-income housing. The framework is then applied to low-income housing in China. In particular, I analyse the governance structures of several major types of low-income housing including public rental housing, private low-income housing, work-unit compound and urban village.

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“…More recently, interest has focused on how the new SH providers are wrestling with their social remit whilst being exposed to competition in the SH marketplace. Bradley (2008) has noted that the skills, knowledge and competencies of employees have been reformulated within these "market-sensitive companies" (2008: 883). Pawson and Smith (2009) found that attitudes had changed in the sector, but that the new governance arrangements have had a "mixed response" in these more commercially-oriented organisations.…”

Section: Change In the Uk Social Housing Sectormentioning

confidence: 99%

Union leadership in UK social housing

Preece

Ward

2012

Leadership &Amp; Organization Development Journal

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Purpose -The purpose of this paper is to examine the impact of the privatisation and restructuring of social housing provision upon union leadership in the sector. The paper explores how local union leaders have adapted to radical reforms in the nature and organization of social housing provision in the UK. Design/methodology/approach -The paper draws upon empirical material collected by the authors from social housing associations, informed by the union leadership literature and Habermas' concepts of "communicative action" and "colonization", drawing in particular upon the recent work of Edwards. Findings -There are indications of moves to a more formalised relationship between management and local union leaders/staff representatives, with management keen to promote more "openness, partnership and collaboration" in working with the union leaders and staff reps. There was some evidence of senior managers involving local union leaders at earlier stages of policy and procedural initiatives, and of senior managers being more explicitly incorporated in the management-union leader nexus.Research limitations/implications -Given the limited amount of research to date on union leadership in social housing organizations, and the exploratory nature and limited scope of this study (which, to the best of the authors' knowledge, is the first to look at these matters), it follows that we still have limited knowledge of practice. Amongst other considerations, it is necessary to broaden the scope of future studies to take in a larger number of UK social housing providers, and to gather data from union/staff association members as well as managers and local union leaders. Originality/value -The paper examines a matter which has been neglected by researchers to date, that is the changing nature and role of union leadership in social housing organizations, and it does this through an examination of the changing intra-organizational contexts within which this is taking place.

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Capturing the Castle: Tenant Governance in Social Housing Companies

Cited by 18 publications

References 35 publications

Second Generation Stock Transfers in Britain: Impacts on Social Housing Governance and Organisational Culture

Second Generation Stock Transfers in Britain: Impacts on Social Housing Governance and Organisational Culture

A theoretical framework of the governance institutions of low-income housing in China

Union leadership in UK social housing

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