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This article explores the relationship between meta-governance, uncertainty and governance network responses. A social network analysis was conducted on the interlocking directorate network among nonprofits before and after a market-oriented collibration triggered by a new public management reform to the corporatist social service provision system in Hong Kong. By unpacking and showing the distinct processes of network formation in response to substantive and strategic uncertainty arising from the market-oriented collibration, the study shows that although more nonprofit actors were directly included in the formalized policy venues after the reform, the network density and clustering coefficient dropped after the reform, potentially reducing the self-coordinating capacity of the governance network. However, for some nonprofit actors, node betweenness centrality increased and node degree centrality decreased, creating an enabling condition for adaption. Points for practitioners The uncertainties in meta-governance may bring about network processes at variance with the original intentions of public meta-governors that actors with complementary resources and competences combine their efforts in the provision of services and service innovation. To manage substantive and strategic uncertainties, public meta-governors need to find ways to increase the shared understandings of social problems, enhance the clarity of policy goals, and find a balance when collaborating between collaborative and market modes of governance.

Dans cet article, nous avons utilisé une approche centrée sur les acteurs pour conceptualiser les tendances de la marchéisation sous les régimes étatistes-corporatistes et pour examiner de manière critique les théories sur les tendances et l'impact de la marchéisation. Une méthode de théorie ancrée dans la pratique a été utilisée pour guider la collecte de données. Un total de 65 incidents critiques du point de vue des cadres supérieurs ont été recueillis auprès de 18 organisations à but non lucratif à Hong Kong. Leurs budgets annuels dépassaient tous 6,5 millions de dollars. Des entretiens d'événements comportementaux ont été menés avec les cadres supérieurs pour comprendre comment ils ont conceptualisé les défis organisationnels et rationalisé leurs décisions. Les résultats montrent que la commercialisation n'était pas une tendance majeure de marchéisation dans les régimes étatistes-corporatistes. Il a été constaté que les organisations à but non lucratif améliorent leurs capacités d'auto-gouvernance en renforçant leurs compétences de gestion, en définissant les politiques et le savoir-faire organisationnels et en adoptant une gestion stratégique. Ce n'était pas motivé par l'isomorphisme institutionnel. Deuxièmement, la gestion stratégique des ressources humaines s'est révélée être une autre stratégie pour réduire la dépendance aux ressources, ce qui enrichit l'orientation actuelle de la théorie sur les stratégies du revenu. Troisièmement, les expansions de services ont été observées comme étant soit axées sur des lacunes de services, soit motivées par la concurrence. En précisant les raisons de l'expansion des services dans les marchés de services exclusivement à but non lucratif, l'étude nuance le débat sur l'impact de la marchéisation sur les secteurs à but non lucratif. Remarques à l'intention des praticiens Pour les décideurs politiques, il est important d'être conscient de l'impact des mécanismes de marché sur le secteur à but non lucratif, qui varie d'un pays à l'autre en raison des différences dans le cadre institutionnel de la prestation de services sociaux. Pour les gestionnaires à but non lucratif, en particulier ceux qui travaillent dans un secteur étatique-corporatiste, ils peuvent bénéficier de stratégies d'auto-gouvernance, de stratégies de revenus telles que des campagnes de financement actives et des programmes de donateurs réguliers, et de pratiques stratégiques de gestion des ressources humaines. Plus important encore, il apparaît que les expansions de services motivées par la concurrence pour les parts de marché et les ressources pourraient rendre les organisations à but non lucratif, en particulier celles qui desservent plusieurs types de bénéficiaires cibles, susceptibles de lutter pour définir l'identité organisationnelle et les compétences de base.

In this article, an actor-centered approach was used to conceptualize marketization trends under statist-corporatist regimes and to critically examine theories on the trends and impact of marketization. A grounded theory method was used to guide data collection. A total of 65 critical incidents from the perspective of senior executives were collected from 18 nonprofit organizations in Hong Kong. Their annual budgets all exceeded US$6.5 million. Behavioral event interviews were conducted with the senior executives to understand how they conceptualized the organizational challenges and rationalized their decisions. The results show that commercialization was not a major marketization trend in statist-corporatist regimes. Nonprofit organizations were found enhancing self-governance capacities through building management competencies, articulating organizational policies and know-how, and adopting strategic management. It was not driven by institutional isomorphism. Second, strategic human resource management was revealed as another strategy to reduce resource dependence, which enriches the theory's current focus on earned-income strategies. Third, service expansions were observed as either directed at service gaps or driven by competition. By specifying the rationales for service expansion in exclusively nonprofit service markets, the study nuances the debate over the impact of marketization on nonprofit sectors. Points for practitioners For policymakers, it is important to be aware of the impact of market mechanisms on the nonprofit sector, which varies across countries due to the differences in the institutional framework for social service provision. For nonprofit managers, particularly those working in a statist-corporatist sector, they may benefit from self-governance strategies, revenue strategies such as active fundraising campaigns and regular donor programs, and strategic human resource management practices. More importantly, it is revealed that service expansions driven by competition for market shares and resources could render nonprofits, particularly those serve multiple types of target beneficiaries susceptible to the struggles of defining organizational identity and core competencies.

This study addresses the research question of how the tensions between urban commons and 'the public' might be resolved through boundary spanning. Urban commons offers a new lens for public managers and politicians to rethink ways that urban resources could be governed to enhance public problem-solving and co-create public-value outcomes. Through in-depth case analyses of commoning initiatives at five public markets in Hong Kong, we find that tensions with bureaucratic modes of governance, marketisation of public space, land politics, and little trust in the government were major barriers of commoning. The results also pointed to the unique boundary spanning strategies to facilitate commoning such as using co-creation and political framing to align community interests and public agenda and using legal framing to enable the reallocation of property rights among property owners and community actors. This research also revealed distinct dynamics of boundary spanning in illiberal democratic systems.