Stakeholder Collaboration and Innovation: A Study of Public Policy Initiation at the State Level

Roberts, Nancy; Bradley, Raymond Trevor

doi:10.1177/0021886391272004

Cited by 143 publications

(90 citation statements)

References 13 publications

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“…Here, collaboration is "a process of joint decision making among key stakeholders of a problem domain about the future of that domain" (Gray 1989:227). More recent debate on the nature of collaboration 188 COMMUNITY-BASED TOURISM PLANNING has given rise to other definitions and interpretations (Roberts and Bradley 1991;Wood and Gray 1991). In light of the conflicting interpretations associated with collaboration, a working definition has been developed in this article for collaboration in community-based tourism planning and development domains.…”

Section: Collaboration Theorymentioning

confidence: 99%

Collaboration theory and community tourism planning

Jamal¹,

Getz²

1995

Annals of Tourism Research

1,162

791

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This paper applies the theoretical constructs of collaboration to tourism destinations and offers insight into interorganizational collaboration for one specific tourism domain, the planning and development of local, community-based tourism destinations. Drawing primarily from the literature on interorganizational relations, the theoretical constructs of collaboration are discussed first. Challenges and considerations in the planning and development of local tourist destinations are then summarized, followed by examples of community-based collaboration research. Propositions are presented for guiding collaborative initiatives and for investigating the application of collaboration theory to the planning and development of tourism destinations, from a community-involvement perspective. Keywords: Collaboration; community-based tourism planning, stakeholders, propositions.R~sum& L'article applique les constructions th6oriques de la collaboration aux destinations touristiques et jette de la lumi~re sur la collaboration interorganisationnelle pour un domaine particulier du tourisme: la planification et le d6veloppement communautaire des destinations touristiques locales. On discute d'abord les constructions th~oriques de la collaboration en faisant appel 5. la litt6rature sur les relations interorganisationnelles. On r~sume les d6fis et les consid6ra-tions de la planification et du d6veloppement des destinations touristiques locales, et on donne ensuite des exemples de recherches sur la collaboration communautaire. On pr&ente des suggestions pour guider des initiatives collaboratives et pour investiguer l'application de la th~orie de la collaboration 5. la planification et au d~veloppement des destinations touristiques dans un contexte communautaire. Mots-cl~s: collaboration, planification touristique communautaire, d6positaires d'enjeux, propositions.

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Section: Collaboration Theorymentioning

confidence: 99%

Collaboration theory and community tourism planning

Jamal¹,

Getz²

1995

Annals of Tourism Research

1,162

791

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“…Some focus on its philosophical foundations (Fox and Miller, 1995), while others outline the practical techniques and processes necessary to create and sustain it (Weisbord, 1992;Weisbord and Janoff, 1995;Bunker and Alban, 1992). Others examine its implications for leadership (Block, 1993;Bryson and Crosby, 1992), for public participation in policy-making (Roberts and Bradley, 1991;Thomas, 1995), for alternative forms of organizing (Quinn, Anderson, and Finkelstein, 1996;Osborne and Gaebler, 1992), for organizational cultures (Barrett, 1995;Schein, 1993), and for new disciplines to make learning possible (Senge, 1990). These and other issues will open up other possibilities in the future as the political context continues to demand attention to both organizational efficiency, expressed as concern over costs and budgets, and effectiveness, The purpose of this article is to explore in greater depth one aspect of the generative approach-public deliberation.…”

Section: Four Approaches To General Managementmentioning

confidence: 99%

Public Deliberation: An Alternative Approach to Crafting Policy and Setting Direction

Roberts¹

1997

Public Administration Review

143

103

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General managers are expected to strive for organizational efficiency and effectiveness. Depending on their emphasis on efficiency and effectiveness, they produce four basic approaches to public sector general management: the directive approach, the reactive approach, the generative approach, and the adaptive approach. This paper explores the generative approach, in particular its use ofpublic deliberation as an alternative way to establish public policy and set bureau direction. Two case studies help distill the basic elements ofpublic deliberation. The first case documents the use ofpublic deliberation in significantly reducing a school district budget. The second case illustrates how public deliberation aided in crafting state educational policy. Although it is risky and expensive, public deliberation in these two cases illustrates how opening up policy-making to stakeholder participation can be highly successful. The paper concludes with implications for public management theory andpractice.General managers face two basic challenges in leading and managing their public bureaus. They are expected to strive for both organizational efficiency and organizational effectiveness. Webster's Third (1971, 725) defines efficiency as the "capacity to produce results with the minimum expenditure of energy, time, money, or materials" and effectiveness as "productive of results" (1971, 724). To achieve efficiencies, managers focus on doing things well. They attend to the internal organization and center their energies on routinizing, refining, formalizing, and elaborating on existing knowledge, and on making short-run improvements. "Efficiency thrives on focus, precision, repetition, analysis, sanity, discipline, and control" (March, 1995, 5). On the other hand, to achieve effectiveness, managers must be In the competition for scarce organizational resources, the natural processes of each tend to pit one against the other. Effectiveness thrives on exploration and experimentation, but efficiency attempts to drive them out (March, 1995, 5).Depending on their pursuit of efficiency and effectiveness, managers have developed four basic approaches to general management: the directive approach; the reactive approach, the generative approach, and the adaptive approach (Figure 1). After a brief overview of the four approaches, this paper will explore the generative approach in greater depth, especially its use of public deliberation as an alternative way to establish public policy and set bureau direction. Having observed several of these deliberations to establish public policy, my goal is to distill the essence of their structure and process for the purpose of both improving future practice and building better theory. To this end, two cases will be examined: budget deliberations in a local school district and public deliberations over state educational policy. Four Approaches to General ManagementGeneral managers employing the directive approach (the first quadrant of Figure 1) resolve the tension between efficiency and effectiv...

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“…In our study, an example of accountability through deliberation was the Governor's Discussion Group. This stakeholder collaboration (Roberts and Bradley, 1991)-which met for more than eighty hours over eighteen months-brought together forty-four people representing the major educational organizations and a coalition of activist-citizens (including the policy entrepreneurs) to formulate a "visionary plan" for education in Minnesota. In this forum, competing policy coalitions wrangled, debated, compromised, and ultimately forged a plan that served as the policy blueprint for public school choice in Minnesota, a successful policy initiative touted as a national model.…”

Section: Resultsmentioning

confidence: 99%