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Offentlige styringslaboratorier anvendes i stigende grad til at udvikle ny og mere meningsfuld styring i den offentlige sektor, men grundet deres svage organisatoriske forankring fører de sjældent til mere end lokal og episodisk idéudvikling. Denne artikel undersøger, hvordan styringslaboratorier forankres i offentlige bureaukratier. Teoretisk udvikles en forståelse af offentlige styringslaboratoriers særlige karakter, værdiskabelse og iboende forankringsparadoks. Igennem et eksplorativt casestudie af tre kommunale styringslaboratorier udledes fire væsensforskellige forankringsformer: plan-, proces-, platforms- og personforankring. Samlet kan de fire forankringsformer anvendes som analytisk optik i studiet af relationen mellem det offentlige bureaukrati og de eksperimenterende og innovative laboratorier. Ligeledes kan offentlige ledere anvende dem som opmærksomhedspunkter i design og facilitering med henblik på at fremme forankring af styringslaboratoriet i den offentlige organisation.

Public sector innovation labs are becoming an increasingly popular tool for developing new and more meaningful forms of governance in the public sector. Due to weak organizational embedding, however, they rarely generate more than local and transient ideas for new solutions. This article examines how public sector innovation labs become embedded in public bureaucracies. It develops a theoretical perspective on the characteristics of public sector innovation labs, their specific form of value creation, and their inherent "embedment paradox". Through an explorative case study of three municipal innovation labs, it induces four distinct forms of organizational embedding: plan, process, platform, and person embedment. The article contributes with a novel analytical perspective on the relation between public bureaucracies and public sector innovation labs. It may serve as a point of reference for designers and facilitators of public sector innovation labs aiming to enhance the value of labs through organizational embedding.

Mandating interactive governance arenas presents itself as an appealing strategy for determined public policy-makers at the frontier of New Public Governance. Yet, it also confronts researchers and practitioners with a new set of policy execution problems that prompts re-examination of one of the oldest research questions in public administration research: how and why are the high hopes of central policy-makers (not) translated into practice? By combining insights from the public policy implementation literature, network governance literature and theories of multi-actor institutional design, the article develops a theoretical perspective for studying top-down implementation of interactive governance arenas. The developed perspective enables researchers and practitioners to identify a number of critical junctions in the implementation process with important implications for the final design of the interactive arenas. A longitudinal case-analysis of the implementation of ten Local Crime Prevention Councils in one of twelve Danish police districts is conducted to demonstrate how the perspective may be deployed in empirical studies. ; Mandating interactive governance arenas presents itself as an appealing strategy for determined public policy-makers at the frontier of New Public Governance. Yet, it also confronts researchers and practitioners with a new set of policy execution problems that prompts re-examination of one of the oldest research questions in public administration research: how and why are the high hopes of central policy-makers (not) translated into practice? By combining insights from the public policy implementation literature, network governance literature and theories of multi-actor institutional design, the article develops a theoretical perspective for studying top-down implementation of interactive governance arenas. The developed perspective enables researchers and practitioners to identify a number of critical junctions in the implementation process with important implications for the final design of the interactive arenas. A longitudinal case-analysis of the implementation of ten Local Crime Prevention Councils in one of twelve Danish police districts is conducted to demonstrate how the perspective may be deployed in empirical studies.

Mandating interactive governance arenas presents itself as an appealing strategy for determined public policy-makers at the frontier of New Public Governance. Yet, it also confronts researchers and practitioners with a new set of policy execution problems that prompts re-examination of one of the oldest research questions in public administration research: how and why the high hopes of central policy-makers are (not) translated into practice. By combining insights from the public policy implementation literature, network governance literature and theories of institutional design, the article suggests an analytical framework for studying top-down implementation of interactive governance arenas. The framework enables researchers and practitioners to identify a number of critical junctions in the implementation process with important implications for the final design of the interactive arenas. To demonstrate the usefulness of the framework, a longitudinal case-analysis of the implementation of ten Local Crime Prevention Councils in one of twelve Danish police districts is conducted. Finally, the article advances a set of propositions on the specific dynamics of top-down implementation of mandated governance arenas and contemplates three types of managerial strategies for successfully setting up New Public Governance structures.

Abstract
Increasingly confronted with the acute risk of large-scale disaster, local governments across the globe are searching for effective and efficient strategies for scaling their disaster response capacity. Emergency management research has examined such strategies in various urban settings, but still suffers from the lack of proper theoretical frameworks for studying how institutionalized modes of governance condition local scalability in different national contexts. Building on the research tradition of urban governance, this article develops a conceptual framework for conducting institutional analysis of overarching values, norms and practices that shape the local scaling of disaster response capacity. It demonstrates the analytical value of the framework by applying it in an illustrative case study of disaster response systems in the three Scandinavian countries of Sweden, Denmark, and Norway. The framework proves useful for systematizing and discussing nuances within and across institutional contexts.

AbstractIn these turbulent times of increased frequency and magnitude of emergencies caused by climate change, pandemics, and other public safety hazards, there has been a growing interest in the question of how to enhance the robustness of emergency management systems. Recent research points to integrated networks of public and non‐profit actors as a superior strategy for developing robust governance responses to turbulent problems. This article suggests that institutionally conditioned trust between professionals and volunteers is key to robust emergency management. Based on institutional trust theory and the findings of an empirical case study of local emergency management in Denmark and Norway, it shows how six institutional sources of trust condition the scalable use of organized emergency management volunteers. The study contributes with a theoretical argument and empirical insights on how institutional trust strengthens the robust governance and management of emergencies.

Western governments increasingly use public-private partnerships (PPPs) to solve complex social problems. This article examines how public managers handle conflicting demands for classical project management and collaborative process management in PPPs for preventing negative social control. Building on theories of public governance, PPP management, and paradox management, it develops an analytical framework for studying managerial tensions in PPPs. Applying the framework in a case study of three Danish PPPs, it shows how partnership managers handle managerial tensions through strategies of opposition, separation, and synthesis. The study demonstrates a promising path of integrating paradox management theory in public governance hybridity research.

This study reports the findings from an interactive research project in which academics and practitioners worked closely together in designing a new, criteria-based assessment tool that enables local municipalities to measure the degree of collaboration, innovation and crime-preventive effect in publicly financed projects intended to keep at-risk youth out of criminal activities. The assessment tool also offers a much-needed opportunity for researchers to study the extent to which cross-boundary collaboration may spur the development of innovative solutions, which in turn may help to prevent youth crime. The key empirical finding is that collaboration has a strong association with public innovation, which in turn has a strong association with the ability of local projects to help prevent crime. The result makes an important contribution to the expanding field of public innovation research in which quantitative studies that combine process evaluation and impact studies are extremely rare.