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"How are responses to urban policy challenges affected by new ideas about governance? How can we explain the governance transformations that result? And what are the consequences for democracy? This wide-ranging study of three European cities - Birmingham, Copenhagen and Rotterdam - shows how hybrid forms of governance emerge from the tensions between new visions and past legacies, and existing institutional arrangements and powerful actors. Hybrid governance includes public-private partnerships, stakeholders boards, and multi-actor forums operating at arm's length to institutions of representative democracy. Offering detailed studies of migration and neighbourhood policy, as well as a novel Q methodology analysis of public administrators' views on democracy, the book explores how actors generate new practices, shows how these develop, and evaluates the democratic implications. The book concludes that hybrid governance is both widespread and diverse, is spatially and policy specific and that actors - public managers, politicians and the public - contribute to hybrid designs in ways that promote and challenge democratic conventions."--Publisher's website

The evolution of new forms of public governance in Europe presents a challenge to methods of democratic policy making, accountability, and control that are predicated on a theory of representative democracy. The article discusses the evolution of supranational institutions and considers empirical data on the democratic performance of governance networks in the United Kingdom and elsewhere in Europe. It concludes that bureaucratic actors in the European Union and in subnational governance networks operate to a large extent as political principals, which would in the theory of representative democracy, promote and in some cases determine public policy. Governance networks present a special form of third-party government, with a high degree of autonomy in their specific jurisdiction. The article outlines research strategies for democratic analysis that do not presuppose representative democracy. Adapted from the source document.

The next big step in public management research is to move beyond the question of whether management matters to answer the question: does democracy matter? The public management discipline has largely ignored the impact of democratic structure on performance, partly because of limited variation in the constitutional design of public service organizations. Recent growth in the number and types of special purpose governments offers an organizational population with a wider distribution on the democratic structure parameter. Conceptual and methodological advances in delimiting and measuring "democratic performance" as a function of formal structures and informal practices provide an intellectual infrastructure for scholars. Hypotheses are derived in which democratic performance is either a dependent or independent variable. Differences in contextual variables in the United Kingdom and the United States make transatlantic comparative research a worthwhile proposition. A research strategy for generating knowledge on "does democracy matter?" is set out. Adapted from the source document.

Political & managerial processes are creating polycentric networks that transcend the traditional ideas of jurisdictional integrity in state-centric systems. Jurisdictional integrity refers to the political & legal competence of a unit of government to operate within a spatial & functional realm. An intrinsic element of jurisdictional integrity in a democratic system is that citizens are enabled to give consent to & pass judgment on the exercise of authority by that governmental entity. The concept of jurisdictional integrity is shown to apply differentially in relation to the traditional institutions of government in comparison with the emergent complex of quasigovernmental agencies, special purpose bodies & multiorganizational collaborations. Distinctions are drawn between club, agency, & polity entities within this emergent organizational field. Problems to be faced in the design of institutions for network governance under conditions of polycentrism are identified & solutions reviewed. The potential of consociationalism to enable collective decision making across a polycentric system is highlighted. Informal norms are shown to be essential in enabling such a system for network governance to operate effectively. 3 Tables, 1 Figure, 50 References. Adapted from the source document.