Facilitating collaboration in publicly mandated governance networks

Forankring af styringslaboratorier i offentlige bureaukratier

“…Frem for et begreb om strukturel indlejring, som indikerer en relativt lav grad af frirum, så indebaerer begrebet om platformsforankring en gensidig relation mellem styringslaboratoriet og den bureaukratiske organisation. Nyere forskning i sådanne "løse koblinger" mellem bureaukratiet og platforme for samarbejdsdrevet innovation peger på, at de er vaesentlige for at sikre lokalt ejerskab og politisk opbakning til ny, samarbejdsbaseret styring (Ansell og Gash, 2018;Krogh, 2022).…”

“…Som casen fra Odder Kommune illustrerede, kan en for stramt styret og rammesat proces bringe laboratoriet taettere på traditionel downstream policy-making og de heraf følgende problemer, som styringslaboratorierne ellers i udgangspunktet er sat i verden for at komme til livs (Bason, 2018;McGann, Blomkamp og Lewis, 2018). Facilitatorer af styringslaboratorier balancerer dermed på en knivsaeg mellem over-og understyring, som er et generelt vilkår for styring og ledelse af tvaergående samarbejde (Krogh, 2022). At sikre både central planforankring og decentral procesforankring, som skaber ejerskab i begge ender af styringskaeden, fremstår således som en dilemmafyldt, men meget vaesentlig opgave for designere og facilitatorer af offentlige styringslaboratorier.…”

Project and Process Management of Public-Private Partnerships: Managerial Tensions and Coping Strategies

“…Second, they do not simply stick to well-known collaborators, but constantly keep an eye out for new actors who can expand the width of perspectives, contribute with complementary resources and competencies, and strengthen the social embedding of the partnership initiative (Edelenbos & Klijn, 2009;Torfing, Krogh, & Ejrnaes, 2020). Third, process managers facilitate creative interactions by engaging actors in dynamic, iterative, and open-ended processes, which involve experimentation, learning, and adjustment of the partnership initiative to changing circumstances in the surroundings (Krogh, 2022).…”

“…Especially spatial separation involves a risk of strategic fragmentation and a hierarchy of involvement that diffuses the very essence of collaboration. In order to avoid such strategic and collaborative dissolution, the manager must act as a boundary-spanner and create institutional linkages between the arenas (Krogh, 2022) while exercising various forms of integrative leadership that foster common visions, goals, and understandings that tie stakeholders at different levels together and drive collaboration forward (Page, 2010).…”

Network Governance in Action: Functions and Practices to Foster Collaborative Environments

“…Single organizations lack the financial resources, knowledge, and legitimacy to deal with the dynamic and complex problems that affect society (Bianchi et al, 2021). As a response, over the last decades, collaborative networks have flourished in many forms and with many characteristics to engage stakeholders such as organizations, states, and civil society in initiatives that aim to propose and implement solutions for these problems (Bitterman & Koliba, 2020;Butterfield et al, 2004;Krogh, 2020).…”