The interplay of formal and informal institutions between local and regional authorities when creating well-functioning public transport systems

Abstract

The interplay of formal and informal institutions between local and regional authorities when creating well-functioning public transport systems.

How to create functioning collaboration in theory and in practice – practical experiences of collaboration when planning public transport systems

“…Previous research sometimes argues that "deliberative governance approaches" are part of the solution to coordination problems that stand in the way of establishing efficient public transport systems (e.g., McLeod et al, 2017). The potential disconnection between regional public transport and local land use planning is one such "hotspot" where previous research has suggested that regional and local authorities create integrated planning through dialog that produces agreements with no statutory status (e.g., Hrelja et al, 2017). This research on governance in public transport can be viewed as a subset of a broader body of transport research (e.g., Stead, 2016) that shares a similar analytical interest in what can be achieved through so-called "informal" or "soft" forms of governance (in such different empirical areas as port governance, e.g., Ng, Monios, & Zhang, 2018, and partnerships for delivering better bus services, e.g., Stanley & van de Velde, 2008) that inform and coordinate the actions of discrete organizations.…”

“…To plan and implement efficient public transport therefore requires the need for the collective action of organizations with different responsibilities and driven by different rationalities (Olesen, 2014;Pettersson, 2018). Successful collaboration between several formal, discrete organizationseach with its own budget and area of responsibilityworking across organizational boundaries on shared priorities and implementation, is therefore critical (Hrelja, Monios, Rye, Isaksson, & Scholten, 2017;Meyer, Campbell, Leach, & Coogan, 2005).…”

“…The integration of regional public transport planning and local land-use planning has also been identified as a key collaborative "hotspot". More specifically, the need for collaboration in this area often arises out of tensions between local-level priorities and control of land-use planning, which clash with a more strategic regional approach to transport planning aiming to achieve urban and regional development patterns that support public transport use (Hrelja, 2015;Hrelja et al, 2017;Olesen, 2012;Pettersson & Frisk, 2016). Another key issue when establishing efficient public transport systems concerns how to provide "seamless" transport services within and across transport modes in order to facilitate the use of the public transport systems (Berman, Smith, & Bauer, 2005;O'Sullivan & Patel, 2004).…”

“…While public transport research has identified some critical areas in which public transport organizations need to collaborate, it has only just begun to analyze the qualities that make it possible for organizations to collaborate efficiently, even though the literature indicates that dialog and shared goals are important. Previous public transport research typically calls for "collective visions", and "greater dialogue" between organizations (e.g., Berman et al, 2005;Rivasplata et al, 2012), causing some researchers to claim that there is a need for more deliberative governance approaches to coordination challenges (e.g., Hrelja et al, 2017;McLeod, Scheurer, & Curtis, 2017;Pettersson, 2018). However, there are several unanswered questions, for example, how can collaboration be understood conceptually, and what in theory are the essential qualities for successful collaboration on public transport?…”

Climate adaptation management and institutional erosion: insights from a major Canadian port

“…It is also important to recognise the distinction between institutions and organisations; according to North (1990), institutions represent the rules of the game, while organisations are the players. Having said that, an informal institution can be more than just a vague cultural norm but rather a fairly accepted and used network structure (often exploited by formal organisations) that nonetheless has no formal constitution, definition or power, more broadly interpreted as governance not defined in law (Hrelja et al 2017). It is also important to remain cognisant that, while seeking stability, institutional forms are in constant flux (Jessop 2001).…”