Multilevel Governance and the State

Schakel, Arjan H.; Hooghe, Liesbet; Marks, Gary

doi:10.1093/oxfordhb/9780199691586.013.14

Cited by 6 publications

(1 citation statement)

References 94 publications

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“…Moreover, the meanings of these goals and values, such as transparency, predictability, efficiency, accountability, and equity, are themselves ambiguous and subject to contestation (Spicer 2019). Add to this that the tasks, procedures, and resources of public organizations tend to be widely distributed, loosely coupled, multilevel, and heterogeneous, and that the boundaries separating the public and private sector are often blurred (Hart et al 2009;Kersbergen & Waarden 2009;Schakel et al 2015;Torfing et al 2019). Finally, what it means to govern and be governed changes over time, as new governance paradigms are layered atop old governance paradigms, creating overlaps and hybrids (Torfing et al 2020).…”

Section: Robust Governancementioning

confidence: 99%

Robust Governance in Turbulent Times

Ansell,

Sørensen,

Torfing

et al. 2024

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This Element aims to build, promote, and consolidate a new social science research agenda by defining and exploring the concepts of turbulence and robustness, and subsequently demonstrating the need for robust governance in turbulent times. Turbulence refers to the unpredictable dynamics that public governance is currently facing in the wake of the financial crisis, the refugee crisis, the COVID-19 pandemic, the inflation crisis etc. The heightened societal turbulence calls for robust governance aiming to maintain core functions, goals and values by means of flexibly adapting and proactively innovating the modus operandi of the public sector. This Element identifies a broad repertoire of robustness strategies that public governors may use and combine to respond robustly to turbulence. This title is also available as Open Access on Cambridge Core.

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