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"Torfing, Jacob"
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Handbook on theories of governance
\"In the past two decades, governance theories have arisen semi-independently across multiple disciplines. In law and regulation, planning, democratic theory, economics, public management, and international relations, among other disciplines, scholars have sought to describe new strategies of governing. As a result, the term 'governance' is one of the most frequently used social science concepts in the world. No single theory encompasses this diverse body of work, but rather multiple theories with different aims and perspectives. The Handbook on Theories of Governance collects these theories of governance together as an analytical resource for scholars, students and practitioners. The Handbook advances a deeper theoretical understanding of governance processes while illuminating the interdisciplinary foundations of the field. By reviewing key theoretical concepts, the Handbook provides a basic conceptual toolkit for analyzing contemporary governance and offers important insights into how governance research contributes to social science theory development. By canvassing the different forms of governance, the chapters also reveal the diversity of contemporary governing practices. An epilogue identifies common themes across the chapters and points to opportunities for future research. In our increasingly complex, fragmented and dynamic society, this Handbook is a key resource for those who seek to deepen or broaden their theoretical understanding of governance. It will be a powerful aid for scholars, students and practitioners who wish to gauge the theoretical depth and breadth of governance studies\"--Back cover.
Book
Accountable government through collaborative governance?
Governance researchers have repeatedly discussed how to make public governance more accountable given the relatively 'thin' accountability of representative government. Recent decades have seen the growth of new, compensatory forms of accountability. However, these measures do not seem have satisfied the demands for strengthening public sector accountability. Drawing on the concept of social accountability, this article challenges common wisdom in arguing that collaborative governance may enhance public governance accountability, although it also raises new accountability problems that must be tackled. The article develops a heuristic framework for empirical studies of accountability, which improves the impact of collaborative forms of governance.
Journal Article
Interactive political leadership in theory and practice: How elected politicians may benefit from co-creating public value outcomes
This paper argues that elected politicians may strengthen their political leadership role by initiating, orchestrating and engaging in the co-creation of public value outcomes. The collaborative turn in public value theory shows how public managers may mobilize the knowledge, ideas and resources of users, citizens and organized stakeholders, but it has so far neglected the role of elected politicians who tend to be reduced to a legitimizing sounding board for public managers aiming to advance public value creation in collaboration with a plethora of public and private actors. This paper seeks to compensate this benign neglect by advancing a new notion of 'interactive political leadership'. This new construct aims to conceptualize the way that elected politicians may develop new and better policy solutions through a problem-focused interaction with relevant and affected actors from the economy and civil society, including users, volunteers, citizens and other lay actors. The theoretical argument about the development of interactive political leadership, which takes us beyond the traditional forms of sovereign political leadership that perceives politicians as 'elected kings', is illustrated by empirical examples drawn from local, national and supranation levels of government.
Journal Article
Co-creation: the new kid on the block in public governance
This article has three objectives. The first is to show that while co-production was originally tied to service production, co-creation has broader applications in the field of public governance and involves a broader range of actors and activities. The second objective is to demonstrate how the co-creation concept both builds on and extends the concept of collaborative governance, thus adding new dimensions to an already well-established literature. The final objective is to show how a strategic turn to co-creation introduces a new type of 'generative governance' aimed at solving complex problems by constructing platforms enabling the formation of arenas for co-creation that bring together a plethora of public and private actors, including citizens, in creative problem-solving processes. The three objectives are achieved through prospective theoretical analysis aimed at providing a conceptual foundation for analysing cutting-edge societal developments that are not yet commonplace.
Journal Article
Does stewardship theory provide a viable alternative to control-fixated performance management?
Stewardship theory provides an interesting alternative to agency theory, which in the recent New Public Management era supported the introduction of rigorous performance management systems based on generalized mistrust in and control of public employees. However, we lack empirical validation of the feasibility and positive outcomes of the new forms of trust-based management recommended by stewardship theory. As such, there are few examples of alternative ways of boosting the motivation of public employees that can serve as beacons for public service organizations (PSOs) eager to find new ways of motivating their staff to create public value for the users of public services and society as a whole. This article aims to remedy this problem by exploring a seemingly successful empirical case of trust-based management to see whether the core principles of stewardship theory apply and how new management practices may influence the motivation and well-being of the employees, the perceived satisfaction and involvement of the users, and overall organizational performance, including cost efficiency.
Journal Article
Collaborative Innovation: A Viable Alternative to Market Competition and Organizational Entrepreneurship
There are growing pressures for the public sector to be more innovative but considerable disagreement about how to achieve it. This article uses institutional and organizational analysis to compare three major public innovation strategies. The article confronts the myth that the market-driven private sector is more innovative than the public sector by showing that both sectors have a number of drivers of as well as barriers to innovation, some of which are similar, while others are sector specific. The article then systematically analyzes three strategies for innovation: New Public Management, which emphasizes market competition; the neo-Weberian state, which emphasizes organizational entrepreneurship; and collaborative governance, which emphasizes multiactor engagement across organizations in the private, public, and nonprofit sectors. The authors conclude that the choice of strategies for enhancing public innovation is contingent rather than absolute. Some contingencies for each strategy are outlined.
Journal Article
What's in a Name? Grasping New Public Governance as a Political-Administrative System
New participatory, interactive, and less direct forms of governing seem currently to be unfolding in many liberal democracies. Some scholars have tried to conceptualize these forms of governing by using the notion of new public governance (NPG). While promising, the notion remains conceptually underdeveloped. This article first aims to develop NPG from an empirical to an analytical concept that enables categorization and evaluation of new forms of governing. In order to gauge the full scope of the current transformations we draw on David Easton's system theoretical model to identify the constitutive elements of NPG and show how they differ from those elements underpinning classical public administration and new public management. The second aim of the article is to delineate the main challenges that NPG poses for public management and policymaking in a complex and fragmented world. We conclude by reflecting on the need for metagovernance in order to handle the challenges and bring out the positive impact of NPG on normative performance goals such as efficiency, democracy, and innovation.
Journal Article
A theoretical framework for studying the co-creation of innovative solutions and public value
The expansion of the scope and significance of co-creation in public policy and governance prompts the integration of different theoretical strands that together can help us illuminating the antecedent conditions, the processes of multi-actor collaboration, the creation of innovative solutions, and the assessment of their public value. Exploring the affinities and complementarities of relevant perspectives such as theories of co-creation, public value management, public innovation, collaborative governance, network governance, strategic management and digital era governance may foster a more comprehensive framework for studying the co-creation of public value outcomes such as needs-based services, effective governance and democratic legitimacy. This introduction seeks to explain why we must transform the public sector in order to spur co-creation, how strategic management and digital platforms can support this transformation, and why we must bring together and synthesize different bodies of theory when studying the complex processes of co-creation and their drivers, barriers and outcomes.
Journal Article
Improving policy implementation through collaborative policymaking
We offer a fresh perspective on implementation problems by suggesting that collaborative policy design and adaptive policy implementation will help public policy makers to improve policy execution. Classical implementation theories have focused too narrowly on administrative stumbling blocks and New Public Management has reinforced the split between politics and administration. Attempts to improve policy implementation must begin by looking at policy design, which can be improved through collaboration and deliberation between upstream and downstream actors. We provide a broad overview of how collaborative policymaking and adaptive policy implementation might work in theory and practice.
Journal Article