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Public sector innovation labs are becoming an increasingly visible instrument in public sector innovation and experimentation. Proponents of these labs claim they can play an important role in addressing pressing social challenges, changing government structures and thereby shaping ideas and practices of future governance. Whilst some research has been carried out on public innovation labs, the focus of inquiry has been primarily on the emergence, models and activities of labs in Europe and North America. This paper attempts to contribute to this growing body of research by bringing forth some of the particularities of this phenomenon as it emerges in Latin America. Using as starting point three experimental interests identified in the available literature, namely increasing flexibilization of public procedures, developing methods for citizen engagement and experimental development of public policies, the paper presents insights and observations from a study of ten public sector innovation labs in Latin America. In particular, our focus is on how these interests are confronted with different realities and therefore what kind of challenges the labs face. Experimentation in Latin America seems to concern not only flexibilization, engagement and public policies; it also includes juggling with the tensions arising from budgetary constraints, the need to weave networks of regional labs to collaborate and finally the need to align their agendas to those of other institutions, while being accountable to different levels of society. This places Latin American labs in a different light than their European and North American counterparts. ; Peer reviewed

Executive SummaryGovernment post-Brexit will face sustained and difficult challenges as the UK adjusts to its new situation. Yet these challenges risk being exacerbated by fundamental changes in UK political debate that are affecting the perceived legitimacy and effectiveness of the system and structures of government. These include erosion of the clear distinction entrenched for the last 150 years between political choices by elected representatives and impartial administration by the civil service; the disruption of traditional deliberative processes by digital and social media; and increased centralisation of decision-making in No. 10 Downing Street combined with inadequate scrutiny of that decision-making either by the Cabinet or by Parliament.The centralisation of executive power reduces its perceived legitimacy across the UK, with devolved government in Scotland and Wales seen as contingent on the Westminster Parliament and Northern Ireland under control by central government. Fiscally, the UK has become the most centralised democratic country in the world. As government faces up to the challenge of unwinding membership of the legal and regulatory framework developed during 45 years of EU membership, it is vital that the UK's political structures restore their legitimacy and efficiency.Necessary reforms start with greater transparency about how government really works today. A PM's Department should be created, separate from the Cabinet Office; senior appointments including the Chief of Staff and 'Advisors', as well as instructions from No. 10 to departments, should be subject to effective Parliamentary scrutiny. Legally entrenched structures are required to confirm that devolved powers cannot simply be overridden by the Westminster Parliament. Greater fiscal autonomy should be guaranteed to local government.Finally, politicians should choose either to recommit explicitly to the original system whereby the civil service remains separate from politics and take steps to make it effective; or acknowledge the drift towards greater political control of the civil service and introduce safeguards to minimise political abuse, for example by taking steps to increase scrutiny of appointments and expenditure.

Die eingetragene Genossenschaft ist legislatorisch defizitär geregelt; sie steht auch nicht im Fokus der Rechtswissenschaft. Dieses juristische Desinteresse an der genossenschaftlichen Rechtsform steht im Gegensatz zu ihrer unverändert großen volkswirtschaftlichen und gesellschaftlichen Bedeutung. Vor diesem Hintergrund versucht Christian Picker in seiner grundlagenorientierten, rechts- und rechtsformvergleichenden sowie interdisziplinär ausgerichteten Arbeit, das normative Leitbild »Genossenschaft« zu bestimmen und anschließend ein systemgerechtes und funktionales Modell einer Cooperative Governance zu entwerfen. Genossenschaften sind danach so zu organisieren, dass sie ihren charakteristischen und konstitutiven Verbandszweck verwirklichen können: Sie müssen ihre Mitglieder – und nur diese – nutzerbezogen als Kunden fördern.

Algorithmic governance as a key concept in controversies around the emerging digital society highlights the idea that digital technologies produce social ordering in a specific way. Starting with the origins of the concept, this paper portrays different perspectives and objects of inquiry where algorithmic governance has gained prominence ranging from the public sector to labour management and ordering digital communication. Recurrent controversies across all sectors such as datafication and surveillance, bias, agency and transparency indicate that the concept of algorithmic governance allows to bring objects of inquiry and research fields that had not been related before into a joint conversation. Short case studies on predictive policy and automated content moderation show that algorithmic governance is multiple, contingent and contested. It takes different forms in different contexts and jurisdictions, and it is shaped by interests, power, and resistance.

Corporate governance is a recent concept that encompasses the costs caused by managerial misbehavior. Corporate governance is concerned with how organizations in general, and corporations in particular, produce value and how that value is distributed among the members of the corporation, its stakeholders. The interrelation of value production and value distribution links the ubiquitous technological aspect (the production of value) with the moral and ethical dimension (the distribution of value). Corporate governance is concerned with this link in general, but more specifically with the moral and ethical dimensions of distributing the generated value among the stakeholders. Value in firms is created by firm-specific investments, and the motivation and coordination of value enhancing activities and investment is protected by the power concentrated at the pyramidal top of the organization. In modern companies, it is the CEO and the top management deciding how to create value and how to distribute it among the relevant stakeholders. Due to asymmetric information and the imperfect nature of markets and contracts, adverse selection and moral hazard problems occur, where delegated (selected) managers could act in their own interest at the costs of other relevant stakeholders. Corporate governance is a two-tailed concept. The first aspect is about identifying the (most) relevant stakeholder(s), separating theory and practice into two different and conflicting streams: the stakeholder value approach and the shareholder value approach. The second aspect of the concept is about providing and analyzing different mechanisms, reducing the costs induced by moral hazard and adverse selection effects, and to balance out the motivation and coordination problems of the relevant stakeholders. Corporate governance is an interdisciplinary concept encompassing academic fields like finance, economics, accounting, law, taxation and psychology, among others. Like countries differ according to their institutions (i.e. legal and political systems, norms, and rules), firms differ according to their size, age, dominant shareholders or industries. Thus concepts in corporate governance differ along these dimensions as well. And while the underlying characteristics vary in time, continuously or as an exogenous shock, concepts in corporate governance are dynamic and static, offering a challenging field of interest for academics, policy makers and firm managers.