The Governance of Innovation in Dutch Regional Water Management: Organizing fit between organizational values and innovative concepts

Buuren, Arwin van; Eshuis, Jasper; Bressers, Nanny

doi:10.1080/14719037.2013.841457

Cited by 18 publications

(23 citation statements)

References 28 publications

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“…Facilitation of external initiatives can in this way foster the delivery of public goods; public goals can be met that could not have been met otherwise [43] (p. 589). Facilitation of non-governmental initiatives can also lead to more innovative solutions to public problems [44]. It can further increase stakeholder involvement and strengthen (local) support for governmental measures [43] (p. 574).…”

Section: Two Facilitating Logics: Restrained and Invitational Facilitmentioning

confidence: 99%

Facilitation as a Governance Strategy: Unravelling Governments’ Facilitation Frames

Grotenbreg

Buuren

2017

Sustainability

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Governments increasingly choose facilitation as a strategy to entice others to produce public goods and services, including in relation to the realisation of sustainable energy innovations. An important instrument to implement this governance strategy is discursive framing. To learn how public authorities use discursive framing to implement a facilitation strategy, we conducted a comparative case study on two Dutch examples in which the government aims to facilitate non-governmental actors to exploit public waterworks for the production of renewable energy. Using content analysis, we identify ten 'facilitation frame' elements. We find two configurations of elements: restrained facilitation and invitational facilitation, which both have their advantages, ambivalences and drawbacks. It is often unclear what governments want to achieve and what they have to offer in terms of facilitation. The (discursively) offered support, ranging from 'giving space' to 'creating beneficial conditions', is often elusive. We conclude that, to avoid deadlock, false expectations and the inactiveness of external actors, the government's communication should both enthuse and inform these actors about what they can expect. If, however, the potential, non-governmental initiators just lack the necessary capacity to act, there is only so much discursive framing can do. Then authorities should reconsider their 'facilitative' role.

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Section: Two Facilitating Logics: Restrained and Invitational Facilitmentioning

confidence: 99%

Facilitation as a Governance Strategy: Unravelling Governments’ Facilitation Frames

Grotenbreg

Buuren

2017

Sustainability

Self Cite

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“…Water security is publicly funded by taxes, ensuring full cost recovery. As in most countries, there is still a strong prediction and control regime (Pahl-Wostl, 2007), and water management is predominantly focused on risk avoidance (van Buuren et al, 2015). Participation by non-governmental actors is often seen as a threat to decisive and uncompromised action (Warner, 2006).…”

Section: From Government To Governance In the Water Sectormentioning

confidence: 99%

“…But the authorities also have something to lose when they choose to facilitate external initiatives: they have to share discretion over the use of public authority and public funds with non-governmental actors (Donahue & Zeckhauser, 2006). This may result in administrative value conflicts (van Buuren, Eshuis, & Bressers, 2015;Hood, 1991).…”

Section: Introductionmentioning

confidence: 99%

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Government facilitation of external initiatives: how Dutch water authorities cope with value dilemmas

Grotenbreg

Altamirano

2017

International Journal of Water Resources Development

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Water authorities search for new collaborations with nongovernmental actors, with the aim of facilitating societal initiatives. A comparative case study was conducted to analyze the value dilemmas faced by water authorities when they choose to facilitate and how they cope with these dilemmas. The study found that the most prevalent dilemma is between traditional democratic values and efficiency-related values. In the chosen solutions, the latter seem to prevail over the former. Casuistry, cycling and hybridization are common coping mechanisms. The study shows the potential of non-governmental initiatives in the water sector while also reflecting critically on dominant administrative values.

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“…Calling attention to the business environment, Zago et Retour (2013) observe culture functions as a collective perceptual filter that influences the choices and behaviours of a particular company, and can be configured as an organizational competency determining factor; as a unique and inimitable intangible asset. Buuren, Eshuis et Bressers (2015) analyse that the adoption of organizational values, aligned with concepts of innovation, tend to stimulate the company innovative process. Barrett (2014) points out that organizational culture management through values can be used to support continuous performance improvements and to develop long-term sustainability.…”

Section: Problem Situation and Objectivesmentioning

confidence: 99%

The organizational culture and values alignment management importance for successful business

Ludolf

Silva

Gomes

et al. 2017

BJO&PM

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The main objective of this study was to carry out an organizational culture diagnosis in a shipyard, verifying the alignment degree between personal and organizational values. For data collection, a structured questionnaire was adopted and it was answered by 104 employees. In this questionnaire, the employees pointed out the main values cultivated by the company and by themselves. The results showed that there is a significant misalignment between organizational and personal values and an organizational culture based on values that aim at the self-interest of the organization and not the common good. The background of this article is to demonstrate the importance of the diagnosis and management of the organizational culture. To provoke a reflection on the importance of a culture that aims at the common good and not only the financial interest for a select group; not as an altruistic thinking, but as a strategy for organizational sustainability.

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The Governance of Innovation in Dutch Regional Water Management: Organizing fit between organizational values and innovative concepts

Cited by 18 publications

References 28 publications

Facilitation as a Governance Strategy: Unravelling Governments’ Facilitation Frames

Facilitation as a Governance Strategy: Unravelling Governments’ Facilitation Frames

Government facilitation of external initiatives: how Dutch water authorities cope with value dilemmas

The organizational culture and values alignment management importance for successful business

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