A Framework for Assessing the Performance of Policy Networks

Does Adaptive Capacity Influence Service Delivery? Evidence from Swedish Emergency Management Collaborations

“…Researchers have previously come a long way in identifying factors and conditions that enable collaborations to successfully combine participants' perspectives, knowledge, and skills, and translate these resources into positive outcomes (Ansell and Gash 2008;Emerson et al 2012;Provan and Milward 2001). These efforts need to be accompanied by further systematic empirical analysis across cases and settings (Thompson et al 2008;Voets et al 2008). Empirical findings reported in this study suggest that certain structural attributes (in this case, venues and financial resources) have no or relatively little impact on service delivery performance.…”

“…Yet in practice, relatively few empirical studies have systematically examined this relationship (Chen 2010;McGuire 2006;Provan and Milward 2001). Some researchers have raised this relationship as a question for future research (Moynihan et al 2011;Voets et al 2008) while others cite evidence indicating a causal relationship (Gazley 2010;Graddy and Chen 2009;Klijn et al 2010;Thompson et al 2008). Taken together, these studies call for more empirical research into the relationship between the structures, processes, and outcomes of collaborative governance.…”

Introduction: the challenges of collaboration in environmental governance

“…Across Europe, reductions in the size of government and an increased focus on performance has resulted in governance more focused on effectiveness and efficiency (Voets et al, 2008). With the increasing recognition that problems span organizational boundaries, there has been increasing attention on the performance across the network of collaborating organizations (Arnouts et al, 2012;Voets et al, 2008). Resilience thinking has also considered how the design of collaborative governance systems can enhance system attributes for resilience in different planning contexts (e.g.…”

“…Healey, 1997;Prager et al, 2012;Van Buuren, 2009). Across Europe, reductions in the size of government and an increased focus on performance has resulted in governance more focused on effectiveness and efficiency (Voets et al, 2008). With the increasing recognition that problems span organizational boundaries, there has been increasing attention on the performance across the network of collaborating organizations (Arnouts et al, 2012;Voets et al, 2008).…”

The evolution of governance networks in a time of crisis. Evidence from the Italian tourism sector

“…The concept of performance has a broader meaning in relation to networks, as it coincides not only with the achievement of effectiveness, efficiency and profitability objectives, but necessarily surrounds members' involvement and satisfaction, as well as the possibility of changing traditional decision-making models (Voets et al, 2008;Verweij et al, 2013). In brief, public-private networks must be evaluated at least in three levels: in terms of outcomes towards community, improvement of participants' performance and achievement of network objectives (Provan and Milward, 2001).…”