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AbstractStakeholder engagement for governance leadership has drawn interest from researchers, government agencies, and leaders of organizations with direct water management expertise and responsibilities. Most prominent research on theory and methods of engagement is documented in business management and natural resources management spheres. In contrast to public sector engagement initiatives, especially in the domain of Integrated Water Resources Management (IWRM), the available literature mostly focuses on the experiences of specific studies. The plethora of research publications on such specific studies, on the one hand, provides examples of many attributes essential in an engagement initiative while, on the other hand, signifies a lack of literature on methodological approaches. Water governance leadership is about implementing socially acceptable water allocation and regulation and includes laws, regulations and institutions as well as government policies and actions. Nonetheless, a successful engagement process for governance leadership needs to be strategic with an appropriate scale for interaction defined and consideration is given to a practice that melds cognitive research with discipline expertise.In this paper, we critically examine the process of formulating a strategic engagement process based on theories, methods, and experiences from a wide spectrum of literature to develop a model for a holistic view of "engagement process." The engagement process is reflected under three stages: initiating, planning, and participatory engagement and it is contextualized under the characteristics and aspects of best practices in IWRM initiatives and water governance leadership. Six additional critical inputs for a successful stakeholder engagement are also recognized, viz., denoted by RECIPE—Representative inclusion, Early engagement, Continuity within the process stages, Interactions between participants, Participatory models, and tools and Effective communication. Further, the monitoring and evaluation process, which forms an essential component in an engagement process, is discussed and summarized through a framework for stakeholder engagement in IWRM and water governance leadership. The outcome of this paper is expected to provide insights into stakeholder engagement process in different contexts in the applications of better management of scarce and precious water resources. Further it is expected to be a guiding literature for future work on specific issues and experiences in stakeholder engagement for water governance.

PurposeThe purpose of this paper is to contribute to ongoing debates regarding the human resource management (HRM)-firm performance relationship. In seeking to provide a more complete picture of the relationship, the paper discusses the existing literature and proposes an integrative framework that draws upon different literatures and multiple theoretical perspectives.Design/methodology/approachThis review includes nearly 100 research studies published in this field. The review includes papers published in mainstream HRM journals and broader management journals with strong ties to HRM literature. Importantly, the paper also identifies a gap – a missing link – that concerns the importance of incorporating insights from corporate governance (CG) literature when considering strategic HR decision-making.FindingsA significant contribution of this paper to theory is to propose an integrative framework that conceptualises the elusive relationship between HRM and firm performance, and which draws on different literatures and multiple theoretical perspectives in to offer more holistic insights into the relationship. The paper discusses the implications of the integrative perspective for theory and practice.Originality valueThis paper argues that one of the main stumbling blocks for developing a better understanding of the mechanisms through which HRM creates value in an organisation is the fragmentation of the HRM literature between "HR as practices" and "HR as the department/profession", as well as a tendency to neglect insights from the CG literature.

The aims of this study are to examine and analyze the influence of implementing good governance and performance based budgeting on the quality of budgets of local government offices (SKPD). This research used analytical techniques that included Partial Least Square (smartPLS) 3.0, while goal setting theory was used in o explaining the phenomenon of budget qualities. The population of the study was all SKPDs in Sumbawa Regency. Meanwhile, 94 respondents, who were selected using purposive sampling method served as respondents. The inclusion of SKPD was conditional on it having been examined for compliance with service quality considerations by Ombudsman in 2015. Data was collected using the questionnaire technique. The results of this study showed that the implementation of good governance and performance based budgeting through district contributes to improvement in budget quality. The implications of this study is that local governments should implement principles of good governance and performance based budgeting they aim to improve the quality of public services they deliver.

Women's participation in political processes is important to address gender inequality and strengthen democracy. In Indian context, to empower women and enable political participation, 73rd Constitutional Amendment Act (1992) was introduced. Subsequently, many women entered politics. Though widespread proxy is reported, still a small proportion engages effectively in governmental participation (Hust, 2002; Mathew, 2003; Palanithurai, 2001). Studies also find female Dalit-headed panchayats are more active (Jayshree, 2010; Kalaiselvi, 2012). As the cultural norms, traditions and patriarchy are rigid, the paper attempts to examine what helps the women to be functional? Does social networks differ? Is there a link between social capital, by way of associationalism, and capacity for self governance as suggested by Putnam (1993) in the Indian context? Social capital is understood through social networks and membership in associations. Thirty-eight elected representatives of Panchayati Raj Institutions of southern Tamil Nadu, south India was interviewed in depth. Active members prominently belong to Dalit community and the social network of the elected active members is larger in size, heterogeneous in terms of age, gender and caste composition, and they are anchors themselves. They are primarily embedded in a web of political, caste and self-help group associations and have access to all women police stations, cooperative societies and political parties through family ties. The elected representative's mandatory membership in district Dalit federations provides safety-net in dealing with discrimination and atrocities while also intervening at the village-level panchayat. Dalit women who have the capacity to mobilize social capital emerge efficient in local self governance.

As the number of BRMS-implementations increases, more and more organizations search for guidance to design such solutions. Given these premises, more implementation challenges experienced from practice become evident. In this study, we identify the main challenges regarding the governance capability as part of BRM, in the Dutch governmental context. To be able to do so, we utilized a four-round focus group and a three-round Delphi study set-up to collect our data. The analysis resulted in eight implementation challenges experienced by the participants. The presented results provide a grounded basis from which empirical and practical research on best practices can be further explored.

Armed insurgencies, social cleavages and governance deficits relating to authoritarian rule and abuse of state resources all imperil peace and stability in Southern Africa. The Southern African Development Community's institutional framework for regional peace and security is proving ineffective because its leaders are unwilling to enforce democratic principles.

The weakness of the implementation of community services that become the scope of duties andfunctions that can be used by the government / district in an effort to improve the valuable performance forthe community. The role of the district head in coordinating community empowerment activities has notbeen well implemented, this can be proven by many problems that arise in the villages / villages of Masihvery minimal ability of the community in managing the efforts through community empowerment activitiesprogrammed by the government and to So far there has been no direct socialization of the Districtgovernment in providing information on how to manage and improve business through communityempowerment. The goal is to realize Good Governance (good governance) in serving the community asexpected. Methods ie Open Obsevation And Interviews Of 13 Informants: . district , . Sekertaris, . PeopleCommunity, Personnel, People. So the analysis is descriptive qualitative approach. It is his conclusionsthat provide the best service to the community and benefit and mobilize the community to engage ingovernance and development. Suggestions that are capable of applying the Good Governance Principles orgood government indicators, provide good assistance, advice and input in assisting, merging the serviceprocess to the community. Transparency / openness in information that is free, adequate, understandableand monitored by all parties and accessible to all interested parties. Accountability / responsibility byinterested parties in providing satisfactory service to Salkma District of South Sorong District. in an effortto improve district performance, and the process of motivating, mobilizing communities to engage ingovernance and development.Keyword : Rule, Of Head Distric, Making Good Governance.

This editorial sets the scene for a special issue on climate governance entrepreneurship at the local and regional levels. To make climate governance work, much policy activity is needed at the local and regional levels. Entrepreneurs are actors who aim to affect change by using their agency. They target policy decisions at the local and regional levels, which might subsequently turn to other governance levels to expand their influence. The scientific discussion about governance entrepreneurs is characterized by a lack of conceptual clarity, by methodological challenges, and by several research gaps. Regarding the latter, at present, it is especially unclear when and why entrepreneurs become active, which factors they take into account when they select their strategies, and what explains the effects of entrepreneurial activity on the emergence of innovations in climate governance. All contributions to this special issue engage with one or several of these conceptual, methodological, and empirical challenges, thus advancing the state of art in the field. Highlights from the special issue include the development of a simple conceptual frame that connects actors, contexts, strategies, and outcomes in a systematic way. Some promising methodological avenues are described, since the special issue contains not only some qualitative case studies but also some studies that take a long-term perspective by following policy development for decades, and a study that proposes a census approach. Empirically, the contributions in this special issue shed light on a range of factors explaining levels of entrepreneurial activity, and they carefully trace impacts over time. We conclude by sketching an agenda for further work in this realm.

This article investigates how multiple and nuanced micropractices of power work through everyday bureaucratic actions in the course of major state transformations. It argues that it is not solely the grand ideological battles or global asymmetries of power that impede the implementation of revolutionary political alternatives. More attention should be paid to the internal functioning of state governance and its micropractices of power in processes of change. Empirically, it examines the process of decolonizing the state in Bolivia, where the notion of Vivir Bien (Living Well) has been introduced into policy-making processes since 2006. Initially, it was portrayed as a democratizing, decolonizing, and ecological policy alternative deriving - to an extent - from indigenous cultural heritage that provides locally grounded solutions to societal problems. While many of the outcomes of the shift in public policy have been critically assessed, there is still a lack of showing how difficulties in implementation emerge. By discussing the contested nature of everyday bureaucratic practices in Evo Morales' Bolivia, this article tries to fulfill the gap. It is demonstrated that multiple everyday techniques, procedures, and routines of the state continue to create and reproduce various forms of coloniality. The ethnographic evidence of the continuation of neoliberal rationalities suggests that it is these exact - and assumingly insignificant - bureaucratic routines that derogate Vivir Bien transformation agenda internally. Consequently, together with opposition and outright racism by public servants, it is shown that deep ruptures have emerged between political rhetoric of decolonization and concrete everyday actions amidst state bureaucracy. ; Peer reviewed