Instruments for Network Management

Bruijn, J. A. de; Heuvelhof, Ernst F. ten

doi:10.4135/9781446217658.n7

Cited by 46 publications

(21 citation statements)

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“…6 Of course, not all work on policy instruments has restricted itself to implementation issues. Work on the exploration of "instrumentation" for example, has considered larger issues about feedback processes from instrument choices to the politics of policy formation, as has some work on instruments and network governance (see de Bruijn & ten Heuvelhof, 1997;Lascoumes & Le Gales, 2007). However these can still be distinguished from the new design studies, given the latter's almost exclusive emphasis on formulation and its resulting concern for understanding the inherent nuances involved in developing mechanisms for meeting policy goals, couched within contextual realities, which the former studies still lack.…”

Section: Modeling Non-design: Revisiting the Pre-conditions Of Policymentioning

confidence: 99%

Policy Design and Non-Design: Towards a Spectrum of Policy Formulation Types

Howlett

Mukherjee

2014

SSRN Journal

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Public policies are the result of efforts made by governments to alter aspects of behaviour-both that of their own agents and of society at large-in order to carry out some end or purpose. They are comprised of arrangements of policy goals and policy means matched through some decision-making process. These policy-making efforts can be more, or less, systematic in attempting to match ends and means in a logical fashion or can result from much less systematic processes. "Policy design" implies a knowledge-based process in which the choice of means or mechanisms through which policy goals are given effect follows a logical process of inference from known or learned relationships between means and outcomes. This includes both design in which means are selected in accordance with experience and knowledge and that in which principles and relationships are incorrectly or only partially articulated or understood. Policy decisions can be careful and deliberate in attempting to best resolve a problem or can be highly contingent and driven by situational logics. Decisions stemming from bargaining or opportunism can also be distinguished from those which result from careful analysis and assessment. This article considers both modes and formulates a spectrum of policy formulation types between "design" and "non-design" which helps clarify the nature of each type and the likelihood of each unfolding.

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Section: Modeling Non-design: Revisiting the Pre-conditions Of Policymentioning

confidence: 99%

Policy Design and Non-Design: Towards a Spectrum of Policy Formulation Types

Howlett

Mukherjee

2014

SSRN Journal

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“…In particular, as Kickert and Koppenjan (1997: 39) point out, in networks, -government is not the single dominant actor that can unilaterally impose its will. Hierarchicial, central top-down steering does not work in networks.‖ Rather, governance mechanisms must fit within the network structure (Bruijn and Heuvelhof 1997). Yet the ongoing influence of top-down performance management regimes, so strong in countries such as the UK where vertical accountability remains characteristic of public services, may militate against this need, to the extent that the network may become little more than an instrument of surveillance and performance management, to the detriment of collaborative efforts by network managers and members (Addicott et al 2007).…”

Section: Network and Leadership: Obstacles And Impedimentsmentioning

confidence: 99%

Leadership, Service Reform, and Public-Service Networks: The Case of Cancer-Genetics Pilots in the English NHS

Martin

Currie

Finn

2008

Journal of Public Administration Research and Theory

107

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In attempting to reform public services, governments worldwide have sought to effect change through policies aimed at both transforming structures of public service provision and facilitating the agency of public servants working within these. Various obstacles have been found, however, to impede the effectiveness of such efforts. In this paper, the authors examine the role of organizational networks and distributed leadership-two prominent policies aimed at structure and agency respectively-in the establishment and consolidation of service reform in the English National Health Service. Using a comparative case-study approach, they contrast the trajectories of two attempts to introduce and gain acceptance for service reform, noting important differences of context, process and outcome between the sites. The findings indicate the importance of dispersed, as well as distributed, leadership in achieving change in a networked public-service setting. Effective leaders may indeed achieve change through the structures and processes of the network. However, the coexistence alongside the network of other organizational forms constrains the ability of leaders to achieve change without complementary action beyond the boundaries of the network.

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“…It is assumed that managing a pilot project that aims to stimulate an innovation process differs significantly from traditional forms of project planning or operational steering, both of which tend to focus on preset goals, efficiency, and content (van Mierlo et al 2010a). Project managers should take the characteristics of complex networks into account, as well as the nonlinearity of negotiation processes (de Bruijn & ten Heuvelhof, 1995;de Bruijn et al 2010). If the managers of the PV pilot projects take demonstrable action to form a heterogeneous network and facilitate open and creative negotiations, they are presumed to be managing the network.…”

Section: Conditions Conducive To Learning and Subsequent Niche Develomentioning

confidence: 99%

Convergent and divergent learning in photovoltaic pilot projects and subsequent niche development

Mierlo

2012

Sustainability: Science, Practice and Policy

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A proposed strategy to facilitate the use and development of radical new sustainable technologies is the creation of niches. Learning in these niches and the social embedding of learning experiences can stimulate changes in existing sociotechnological regimes. Pilot projects in which new technologies are used may form part of these niches. This article describes the results of a Dutch research project involving photovoltaics on learning within pilot projects and subsequent actions of the participating parties. The central questions are whether and how internal processes, such as open and creative negotiations, foster learning and how such learning relates to subsequent niche developments. The study suggests that pilot projects could encourage both convergent and divergent learning, depending on whether participants' learning experiences and expectations of the new technology start to align. Although the two types of learning can coexist, they seem related to different process conditions. The implication of these findings is that the management of pilot projects to contribute to regime change involves strategic choices about stimulating either the opening or the closing of the novelty's interpretative flexibility.

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Instruments for Network Management

Cited by 46 publications

References 0 publications

Policy Design and Non-Design: Towards a Spectrum of Policy Formulation Types

Policy Design and Non-Design: Towards a Spectrum of Policy Formulation Types

Leadership, Service Reform, and Public-Service Networks: The Case of Cancer-Genetics Pilots in the English NHS

Convergent and divergent learning in photovoltaic pilot projects and subsequent niche development

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