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While public administration scholars have studied reputation management for a while, the concept of reputation is coming front and center in governance practices – for better or worse. In this paper, we introduce the Reputation Era, building upon other schemas of understanding administrative development. While reputation management has always been part of public administration, we argue the Reputation Era emerges in a postmodern condition focusing on images and slogans as creators of knowledge, coupled with a digital space that creates instantaneous opportunities to bolster or ruin a reputation. Reputation in this era becomes an input, throughout, output, and outcome rather than only an afterthought. Public values, then, shift in a Reputation Era as cornerstones such as transparency, performance management, and citizen participation, get subsumed into constructing a positive reputation and could lose their mooring to democratic practices if not carefully managed. We offer testable propositions based on our Reputation Era argument.

This study investigates the extent to which inspectors perceive government transparency as impacting regulatory performance. It theorizes that when inspectors perceive an increase in transparency, they find that the perceived relational distance between themselves and their inspectees rises and this, subsequently, increases regulatory performance. The findings from a survey among Netherlands Food and Consumer Product Safety Authority inspectors (n = 466) confirm that inspectors view an increase in transparency as enhancing regulatory performance. This study further investigates this mechanism by comparing two divisions with different levels of factual relational distance (i.e., frequency of inspector–inspectee interactions). The findings reveal that only in the division with small factual relational distance does perceived relational distance mediate the effect of transparency on regulatory performance. More specifically, in divisions with small factual relational distance, more perceived transparency increases perceived relational distance; this in turn, increases perceived regulatory performance.

Place branding has been used to influence ideas concerning communities and districts, especially in regeneration programmes. This article approaches branding as a new governance strategy for managing perceptions. Considering the popular criticism that branding is a form of spin that prevents the public from gaining a proper understanding of their government's policies, this article focuses on the democratic legitimacy of branding in urban governance. The branding of two urban communities in the Netherlands is examined empirically in terms of input legitimacy, throughput legitimacy and output legitimacy. The research shows how the democratic legitimacy of branding varies in the two cases. In one case, branding largely excluded citizens, whereas in the other case there was limited citizen participation. The article indicates that, although branding can potentially be a participatory process in which the feelings and emotions of citizens are included, this potential is not always fully realised in practice.

In this article we study the reciprocal relationship, the coevolution, between different forms of trust and control. We conduct comparative case study of two spatial planning projects in The Netherlands. We find that trust and control are related through contingent causation, resulting in divergent paths of coevolution. Our research shows that not only - and often stated in other research - that informal control can contribute to trust, but also formal control can lead to increasing trust. The coevolution of trust and control depends on the specific initial situation in which the relationship between trust and control unfolds.

Politicians and public managers utilize branding to communicate with the public as well as to position themselves within the ever-present media now so central to political and administrative life. They must further contend with stakeholders holding contradictory opinions about the nature of a problem, the desirable solutions , and the values at stake. Branding is used as a strategy to manage perceptions, motivate stakeholders, communicate clear messages in the media, and position policies and projects. Brands have a unique ability to simplify such messages and motivate different actors to inve

"Provides a systematic analysis of branding as phenomenon in governance. It deals with the nature of public branding, its relation to existing theories in public administration, the way branding is used as a managerial strategy in governance processes, and the risks and limitations of branding."--Publisher.

This study investigates the extent to which inspectors perceive government transparency as impacting regulatory performance. It theorizes that when inspectors perceive an increase in transparency, they find that the perceived relational distance between themselves and their inspectees rises and this, subsequently, increases regulatory performance. The findings from a survey among Netherlands Food and Consumer Product Safety Authority inspectors (n = 466) confirm that inspectors view an increase in transparency as enhancing regulatory performance. This study further investigates this mechanism by comparing two divisions with different levels of factual relational distance (i.e., frequency of inspector–inspectee interactions). The findings reveal that only in the division with small factual relational distance does perceived relational distance mediate the effect of transparency on regulatory performance. More specifically, in divisions with small factual relational distance, more perceived transparency increases perceived relational distance; this in turn, increases perceived regulatory performance.

Le temps est souvent considéré comme le cadre indépendant par rapport auquel les processus de gouvernance évoluent. Dans le présent article, en revanche, nous considérons le temps comme un facteur qui influence l'évolution des processus d'innovation dans la gestion de l'eau. En nous basant sur deux exemples néerlandais, nous analysons les perceptions du temps et la gestion du temps. Les gestionnaires publics gèrent leur temps en essayant de fixer des délais, en synchronisant différents calendriers ou en imposant leur horizon temporel au processus. Il arrive que les calendriers des différents acteurs soient incompatibles, ce qui peut entraver les processus de gouvernance. L'analyse du temps aide à expliquer la dynamique des processus de gouvernance et, dans le présent article, nous allons voir que l'alignement des calendriers est une activité déterminante pour réaliser des innovations dans la gouvernance. Remarques à l'intention des praticiens Le temps est un facteur déterminant dans les processus d'innovation. Les acteurs ont souvent des perceptions différentes du temps (horizons temporels et délais). La gestion du temps classique vise essentiellement à budgétiser le temps. Dans le présent article, nous plaidons en faveur d'une gouvernance sensible au facteur temps. L'une des étapes élémentaires consiste à expliquer les différents horizons temporels des acteurs, les cycles et le budget temps. Les gestionnaires doivent aligner les horizons temporels à court terme nécessaires sur des marchés compétitifs sur les visions à moyen terme nécessaires pour développer comme il se doit les innovations et les intégrer dans l'environnement stratégique. L'adaptivité (adaptive governance) dans le traitement du temps est importante afin de synchroniser le développement des innovations avec les évolutions sur le marché et dans les organisations gouvernementales.

Time is often considered to be an inert background against which governance processes evolve. Instead, this article approaches time as a factor that influences the development of innovation processes in water governance. Drawing on two Dutch cases, we analyse perceptions of time and the management of time. Public managers manage time by trying to fix deadlines, by synchronizing different timelines or by imposing their time horizon on the process. Different actors' timeframes may interfere with one another, and this may hinder governance processes. The analysis of time helps to explain the dynamics of governance processes, and this article shows that the alignment of timeframes is a crucial activity in realizing innovations in governance. Points for practitioners Time is a crucial factor in innovation processes. Actors often have different perceptions of time, including different time horizons and deadlines. Classic time management mainly aims at budgeting time. This article argues for time sensitive governance. An elementary step is to explicate actors' various time-horizons, time cycles and time-budget. Managers need to align short-term time horizons needed in competitive markets, with medium-term views required to carefully develop innovations and embed them in the policy environment. Adaptivity in dealing with time is important to synchronize the development of innovations with developments in the market and governmental organizations.

Purpose: Social media have become a key part of placemaking. Placemaking revolves around collaboration between multiple stakeholders, which requires ongoing two-way communication between local government and citizens. Although social media offer promising tools for local governments and public professionals in placemaking, they have not lived up to their potential. This paper aims to uncover the tensions and challenges that social media bring for public professionals at the street level in placemaking processes. Design/methodology/approach: This study aims to fill this gap with a case study of area brokers engaged in online placemaking in Amsterdam. In total, 14 in-depth semi-structured interviews were conducted, focusing on area brokers' social media practices, perceptions and challenges. The authors used an open coding strategy in the first phase of coding. In the second phase, the authors regrouped codes in thematic categories with the use of sensitizing concepts derived from the theoretical review. Findings: The use of social media for placemaking imposes demands on area brokers from three sides: the bureaucracy, the affordances of social media and affective publics. The paper unpacks pressures area brokers are under and the (emotional) labour they carry out to align policy and bureaucratic requirements with adequate communication needed in neighbourhood affairs on social media. The tensions and the multidimensionality of what is required explain the reluctance of area brokers to exploit the potential of social media in their work. Originality/value: Several studies have addressed the use of social media in placemaking, but all neglected the perspective of street-level bureaucrats who shape the placemaking process in direct contact with citizens.