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AbstractThe case study presented in this paper combines citation and discourse network analyses to explore entrepreneurial strategies and their long‐term impact on public policy. The analysis draws on and develops previously published research that documents entrepreneurial influences on British road policy since the 1980s. Drawing in particular upon evidence presented in the 2013 Action for Roads White Paper, we conclude that it is not enough to focus research on a policy entrepreneur's capacity to mobilize a majority for policy change through skillful leadership and the strategic use of expertise and social capital to gain the expected benefits. Studies must also take into account the fact that once influential individuals may still impact legislation in an advisory capacity by focusing resources on a particular arena. More importantly, this strategy can, in the long term, explain why British road policy tends to remain relatively stable.

A longitudinal analysis of government participation in the British steel industry reveals the difficulties involved in public learning during the decline in the 1970s & 1980s, as witnessed by massive financial, economic, & employment problems. A relatively stable political structure absorbed the difficulties. In the 1990s, privatization brought greater financial success, but, paradoxically, a breakdown of public governance. After privatization, the steel community disintegrated, as it was no longer considered a "special case" & was framed in a commercial & market-led manner. Despite the profitability of British Steel (BS), a problematic & adversarial relationship between industry & government was established. Programmatic failure with governance success was followed by programmatic success & governance failure, giving the steel industry in GB a distinctive character. L. A. Hoffman

In an exploration of successes & failures in public governance, an overview of the European steel industry reflects the great challenges in governance that the decline of the steel industry over the past 25 years has presented at both the national & supranational levels. A series of crises & programmatic failures led to a breakdown in the interventionist style of governance & resulted in devolvement, fragmentation, & unpredictability. European cooperation through the European Coal & Steel Community (ECSC) & Treaty of Paris eventually fragmented due to exogenous & endogenous factors. As the industry, led by profit-maximizing private actors, became largely private, with national & cross-national alliances, it is concluded that the management of the steel industry is a case of successful governance. L. A. Hoffman

A key task of governments is to construct and manage systems of consultation whereby the vast array of interest groups seeking to influence public policy can be accommodated. Conventional wisdom holds that key insider groups secure for themselves special privileges, not least of which is an ability to prevent radical policy change. A concomitant view is that public policy emerges from relatively stable networks of actors who have some mutual resource dependencies. One reason why this paradigm is showing signs of intellectual fatigue is that it seems weak in explaining policy change. Yet, policy change does take place. Indeed, it is one of the characteristics of the 1980s and 1990s. This article examines an example of the traditional modalities of consultation failing to accommodate new interests, knowledge and ideas. This breakdown appears to have occurred by the use of alternative policy 'arenas without rules' by outsider groups, leading to a radical new 'framing' of transport policy. Moreover, government has failed to constrain the new policy issues in predictable and stable systems of consultation.