Collaborative Governance
In: Oxford Research Encyclopedia of Politics
"Collaborative Governance" published on by Oxford University Press.
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In: Oxford Research Encyclopedia of Politics
"Collaborative Governance" published on by Oxford University Press.
In: Pragmatist DemocracyEvolutionary Learning as Public Philosophy, S. 166-183
In: The SAGE Handbook of Governance, S. 386-401
In: Public management and change series
Collaboration among public agencies, across different governmental levels, and/or with the private and civic sectors and the public is increasingly called on to handle the complex, multi-jurisdictional challenges we face in the 21st century. Experiments in collaborative public management, multi-partner governance, joined-up or network government, hybrid sectoral arrangements, co-management regimes, participatory governance, and civic engagement have evolved, and in some cases, transformed the way the public's business is getting done. The growth of these innovative collaborative governance systems has outpaced scholarship. While the academic literature has spawned numerous case studies and context- or policy-specific models for collaboration, there have been few efforts to integrate extant knowledge into a framework that is broadly applicable for both research and practice and across sectors, settings, and scales. This book seeks to fill that gap
In: Corporate Governance: The international journal of business in society, Band 10, Heft 4, S. 500-511
PurposeThis paper aims to explore how existing collaborative governance arrangements in the context of corporate responsibility (e.g. the Global Reporting Initiative and Social Accountability 8000) need to collaborate more directly in order to enhance their impact. The objective of this paper is twofold: primarily, to explore existing and potential linkages between multi‐stakeholder standards; but, at the same time, to explore the potential for standard convergence.Design/methodology/approachThe paper follows a conceptual approach that is supported by a variety of case examples. First, the nature and benefits as well as shortcomings of multi‐stakeholder standards are explored. Second, a categorization scheme for the availability of such standards is developed. Third, linkages between the different standard categories are explored and discussed. Last but not least, the paper outlines practical implications.FindingsA variety of linkages between existing multi‐stakeholder standards exist. These linkages need to be strengthened, as the market for corporate responsibility is unlikely to support a great variety of partly competing and overlapping initiatives.Originality/valueThe paper offers a structured discussion of potential linkages between multi‐stakeholder standards and thus complements the literature where such initiatives are discussed (usually without much mention of linkages). Practitioners will find the discussion useful to explore how their participation in a variety of initiatives can be better coordinated.
In: Journal of public administration research and theory, Band 27, Heft 1, S. 213-216
ISSN: 1053-1858
In: Journal of public administration research and theory, Band 27, Heft 1, S. 213-216
ISSN: 1477-9803
In: Public administration: an international journal, Band 94, Heft 4, S. 1157-1159
ISSN: 1467-9299
In: Public administration: an international quarterly, Band 94, Heft 4, S. 1157-1159
ISSN: 0033-3298
In: Public management review, S. 1-26
ISSN: 1471-9045
In: Public administration: an international quarterly, Band 94, Heft 4, S. 1157
ISSN: 0033-3298
In: Sørensen , E & Torfing , J 2021 , ' Accountable Government through Collaborative Governance? ' , Administrative Sciences , vol. 11 , no. 4 , 127 . https://doi.org/10.3390/admsci11040127
Governance researchers have repeatedly discussed how to make public governance more accountable given the relatively 'thin' accountability of representative government. Recent decades have seen the growth of new, compensatory forms of accountability. However, these measures do not seem have satisfied the demands for strengthening public sector accountability. Drawing on the concept of social accountability, this article challenges common wisdom in arguing that collaborative governance may enhance public governance accountability, although it also raises new accountability problems that must be tackled. The article develops a heuristic framework for empirical studies of accountability, which improves the impact of collaborative forms of governance.
BASE
Governance researchers have repeatedly discussed how to make public governance more accountable given the relatively 'thin' accountability of representative government. Recent decades have seen the growth of new, compensatory forms of accountability. However, these measures do not seem have satisfied the demands for strengthening public sector accountability. Drawing on the concept of social accountability, this article challenges common wisdom in arguing that collaborative governance may enhance public governance accountability, although it also raises new accountability problems that must be tackled. The article develops a heuristic framework for empirical studies of accountability, which improves the impact of collaborative forms of governance.
BASE
In: Public performance & management review, Band 36, Heft 4, S. 544-571
ISSN: 1530-9576