Towards a hybrid logic of participatory budgeting

Abstract

Purpose Participatory budgeting (PB) is considered a suitable tool for supporting and promoting citizen engagement in government work. Previous studies of PB have deeply investigated its design and effects, but paid little attention to the underlying logics of adopting and implementing PB. The purpose of this paper is to, accordingly, investigate the development over time of the institutional logics of PB and attempt to explain their effect on PB. Design/methodology/approach Using a longitudinal multiple case study design, this research analyzes the evolution of institutional logics over time and across five municipalities in Italy. The analysis integrates documents with interviews conducted at two times to investigate the evolution of PB logics. Findings The development of PB is characterized by the spread of two emerging logics–i.e. managerial and community-building logics–that replace or coexist with the traditional political logic. Indeed, these different logics can coexist within governments, with different degrees of conflict or coexistence, resulting in what can be considered a hybrid logic. Research limitations/implications Although the number of examined cases is limited, this research elaborates an original conceptual approach and provides new insights that could help in better designing and implementing PB. Originality/value This research builds knowledge of PB by shedding light on its different logics, linking them to diverse specific models of PB and exploring their changes over time.

Toward an understanding of strategic control at a distance in public service delivery

“…However, as will be explained in the next section, besides the use of safety signs and implementation of speed limits, no other distinctive initiatives by the contractors were observed. Since we engaged with senior people involved in the day-to-day management of Alpha who gave freely of their time for interview, shared confidential documents and allowed on-site access to the case road, further interviews were deemed unnecessary in order to avoid data overload (Marginson, 2004; Qu and Dumay, 2011; Spence and Rinaldi, 2014; Bartocci et al , 2019). Moreover, the various methods employed gave the authors comfort that a saturation of themes had been reached (NCRM, 2012; Power and Gendron, 2015) .…”

“…However, from a governmentality perspective, (accounting-based) knowledge applied for control and governance might not always be perceived as precise, particularly given the separate operating logics of network members (Pettersen, 2015). Organizational operating logics may be understood as the “rules of games” for meeting objectives and solving problems (Billis, 2010) or over-arching principles for interpreting organizational reality, what constitutes appropriate behavior and how to succeed (Bartocci et al , 2019).…”

Participatory budget in metropolies as instrument of direct democracy in public management: experience of Poland and Ukraine

“…Participatory budget has been a major innovation in participatory governance worldwide, with more than 3,000 items listed across 40 countries (Bartocci, Grossi, Mauro, 2018). Today, participatory budgeting mechanism are common in many cities in Poland and are gaining popularity in Ukraine, as evidenced by the rapid growth in the number of cities that use this tool of direct democracy.…”

Untitled

“…et al, 2008). Day-to-day realities, among other things, reshape the implementation of PB to accommodate difficulties and maintain the quality of practice (Bartocci, Grossi, & Mauro, 2019). Brun-Martos and Lapsley (2017) is of opinion that PB emanates from the developing world but is actively under consideration in many developed economies.…”