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This is an Accepted Manuscript of an article published by Taylor & Francis in Public Performance and Management Review on 23. Nov. 2019, available online: http://www.tandfonline.com/https://doi.org/10.1080/15309576.2019.1694545. ; This paper seeks to convey a broader understanding of policy transfers between different sectors, focusing on transfers from the for-profit sector to local government. Specifically, we study the reasoning in a transfer process of branding and reputation management policy. Our case is a rural Norwegian municipality struggling to combat depopulation. This study is longitudinal. We discover that some original program elements cannot easily be transferred to the democratic context of local government. The transfer involves both interpretations and adjustments of the policy because of municipal institutional characteristics and values. The success of transfer depends here on the ability to balance the original policy with practices widely valued within the new setting.

This is an original manuscript / preprint of an article published by Taylor & Francis in Local Government Studies on 10 Jan 2019, available online: http://www.tandfonline.com/ https://doi.org/10.1080/03003930.2018.1560270 . ; This article investigates reputation reform in Norwegian and Danish local government and whether they have the same strategy content depending on the degree of administrative involvement and municipality size. Political and administrative actors are likely to cultivate different types of reputation strategies (place or organisational reputation), which explicitly embrace the potentially diverging interests cultivated by the two types of actors. We use a comparative design and quantitative method with an empirical ambition to explore local government reputation strategies in two national contexts. We find that local government responses to reputation reform depend on the size of the municipality and the type of actors involved; the larger the municipality, the more the administration is involved. And the more that administrative actors are involved, the more the strategies target organisational reputation. The country-specific factors do not appear to be the most important determinants for reputation reform strategies.