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Although boundaries are typically seen as hampering inter-organizational collaboration, a lack of clear boundaries does not kindle collaboration either. This paper investigates how boundary spanners manage boundaries in inter-organizational collaboration. I draw on data from a 12-month ethnography of an inter-organizational innovation pilot between water authorities and utility owners in the Netherlands. The aim of this pilot was to improve the logistical and budgetary efficiency of renovations on dykes with underground utility systems, through collaboration between utility companies and water authorities. Findings show how pilot staff and participants were challenged by the invisibility of collaborative work: collaboration was undervalued, seen as a nuisance, and not as a core responsibility. Within the pilot potential measures of collaborative success and action were formulated, and participants learned about potential obstacles. This helped participants to see the potential of collaborative work clearer, and formulate collaborations that could move forward in acknowledgement of limitations. This paper contributes to the boundary work literature by proposing that managing the (in)visibility of boundaries is substantial to the competency of boundary spanners.

This paper explores how a political ironic attitude can strengthen experimental modes of governance. It was written for the master course 'Core themes in public administration' at the University of Utrecht. Political irony as coined by Jessop (2003) emphasizes administrators' capacity to adapt means and modes of governance through reflexivity, learning and intervening. As such, it holds specific potential for public administrators seeking to align policies within the broader interests of networks outside their administration. The paper explores the ironic attitude among participants in two projects located in the city of Amsterdam, both aimed to improve sustainable urban living. Findings suggest that it is especially through reflexivity, that participants come to adapt their mode of governance.

European Administrative Networks are expected to strengthen the national enforcement of European legislation. The idea is that these networks organise national civil servants, and allow them to exchange best practices, negotiate guidelines and develop inventive solutions to common challenges faced during the implementation and enforcement of European Union regulations. This paper proposes a framework to evaluate European Administrative Networks on their potential to spur collaborative innovation concerning national enforcement of this common regulation. The framework is then applied to a particular network, the European Network for Prosecutors of the Environment. Results show that this network can be considered a resource for collaborative innovation.

European Administrative Networks are expected to strengthen the national enforcement of European legislation. The idea is that these networks organise national civil servants, and allow them to exchange best practices, negotiate guidelines and develop inventive solutions to common challenges faced during the implementation and enforcement of European Union regulations. This paper proposes a framework to evaluate European Administrative Networks on their potential to spur collaborative innovation concerning national enforcement of this common regulation. The framework is then applied to a particular network, the European Network for Prosecutors of the Environment. Results show that this network can be considered a resource for collaborative innovation.