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The thoroughly revised and updated Handbook on Theories of Governance brings together leading scholars in the field to summarise and assess the diversity of governance theories. The Handbook advances a deeper theoretical understanding of governance processes, illuminating the interdisciplinary foundations of the field.

We need new governance solutions to help us improve public policies and services, solve complex societal problems, strengthen social communities and reinvigorate democracy. By changing how government engages with citizens and stakeholders, co-creation provides an attractive and feasible approach to governance that goes beyond the triptych of public bureaucracy, private markets and self-organized communities. Inspired by the successful use of co-creation for product and service design, this book outlines a broad vision of co-creation as a strategy of public governance. Through the construction of platforms and arenas to facilitate co-creation, this strategy can empower local communities, enhance broad-based participation, mobilize societal resources and spur public innovation while building ownership for bold solutions to pressing problems and challenges. The book details how to use co-creation to achieve goals. This exciting and innovative study combines theoretical argument with illustrative empirical examples, visionary thinking and practical recommendations.

Explores the role of scale and scaling in collaborative governance, focusing on a wide range of policy areas with cases drawn from Asia, Australia, Europe, and North and South America.

"While innovation has long been a major topic of research and scholarly interest for the private sector, it is still an emerging theme in the field of public management. While 'results-oriented' public management may be here to stay, scholars and practitioners are now shifting their attention to the process of management and to how the public sector can create 'value'. One of the urgent needs addressed by this book is a better specification of the institutional and political requirements for sustaining a robust vision of public innovation, through the key dimensions of collaboration, creative problem-solving, and design. This book brings together empirical studies drawn from Europe, the USA and the antipodes to show how these dimensions are important features of public sector innovation in many Western democracies with different conditions and traditions. This volume provides insights for practitioners who are interested in developing an innovation strategy for their city, agency, or administration and will be essential reading for scholars, practitioners and students in the field of public policy and public administration"--

"While innovation has long been a major topic of research and scholarly interest for the private sector, it is still an emerging theme in the field of public management. While 'results-oriented' public management may be here to stay, scholars and practitioners are now shifting their attention to the process of management and to how the public sector can create 'value'. One of the urgent needs addressed by this book is a better specification of the institutional and political requirements for sustaining a robust vision of public innovation, through the key dimensions of collaboration, creative problem-solving, and design. This book brings together empirical studies drawn from Europe, the USA and the antipodes to show how these dimensions are important features of public sector innovation in many Western democracies with different conditions and traditions.This volume provides insights for practitioners who are interested in developing an innovation strategy for their city, agency, or administration and will be essential reading for scholars, practitioners and students in the field of public policy and public administration"--

AbstractPersistent efforts to meet the demand for cross‐organizational collaboration and trust‐based management have been halted by a mixture of bureaucratic inertia and entrenched New Public Management thinking. This article explores whether the COVID‐crisis has broken the reform deadlock. Based on a handful of recent surveys and interviews conducted by Danish public sector organizations, we look at the crisis‐induced transformations in local public administration. The main finding is that the pandemic has forced administrative agencies to collaborate with each other to solve new and pressing problems in a turbulent environment. Similarly, it has urged public managers to trust the skills and motivation of their employees, who must solve administrative tasks in innovative ways and with limited managerial support, supervision and monitoring. While changes may amount to little more than a temporary departure from normalcy, lesson‐drawing, learning retention and proactive leadership may help to produce a sustainable transformation.

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.

The world is rapidly changing. The contours of a new economic, political and social landscape are emerging and that poses a huge challenge for a small, open economy as the Danish. In this report we investigate the consequences of societal change for the competences which will be in demand during the next decades. In section one we explain our argument and make some necessary caveats. In section two we account for a number of societal megatrends which we think will influence the future competences. In section three we deal with the political factor affecting changes in competences, and analyse some of the nodal points in the discursive struggles about where we are and should be heading. In section four we present a list of new competence-parameters and -indicators, and in section five we discuss the relevance of these new competences for different groups of employees.

This article maps how the sub-national regional levels of governance in Denmark, Norway and Sweden have changed from a high degree of institutional convergence to a pattern of institutional divergence. It analyses the similarities and differences in the changes in regional governance and discusses how these changes can be understood. Our supposition is that the more or less rational explanations of change found in main strands of the new institutionalism fail to explain the recent reforms of regional governance. Consequently, we ourselves have to contend with explanations in which rational action plays a limited role and contingent articulations of political and institutional conditions, together with spillover effects from reforms of local governance structures, are central to understanding the reforms that have produced the increasingly divergent patterns of regional governance in Scandinavia.

This article maps how the sub-national regional levels of governance in Denmark, Norway and Sweden have changed from a high degree of institutional convergence to a pattern of institutional divergence. It analyses the similarities and differences in the changes in regional governance and discusses how these changes can be understood. Our supposition is that the more or less rational explanations of change found in main strands of the new institutionalism fail to explain the recent reforms of regional governance. Consequently, we ourselves have to contend with explanations in which rational action plays a limited role and contingent articulations of political and institutional conditions, together with spillover effects from reforms of local governance structures, are central to understanding the reforms that have produced the increasingly divergent patterns of regional governance in Scandinavia. ; This article maps how the sub-national regional levels of governance in Denmark, Norway and Sweden have changed from a high degree of institutional convergence to a pattern of institutional divergence. It analyses the similarities and differences in the changes in regional governance and discusses how these changes can be understood. Our supposition is that the more or less rational explanations of change found in main strands of the new institutionalism fail to explain the recent reforms of regional governance. Consequently, we ourselves have to contend with explanations in which rational action plays a limited role and contingent articulations of political and institutional conditions, together with spillover effects from reforms of local governance structures, are central to understanding the reforms that have produced the increasingly divergent patterns of regional governance in Scandinavia.

Artikel 1This article maps how the sub-national regional levels of governance in Denmark, Norway and Sweden have changed from a high degree of institutional convergence to a pattern of institutional divergence. It analyses the similarities and differences in the changes in regional governance and discusses how these changes can be understood. Our supposition is that the more or less rational explanations of change found in main strands of the new institutionalism fail to explain the recent reforms of regional governance. Consequently, we ourselves have to contend with explanations in which rational action plays a limited role and contingent articulations of political and institutional conditions, together with spillover effects from reforms of local governance structures, are central to understanding the reforms that have produced the increasingly divergent patterns of regional governance in Scandinavia.