Land use tools for tempering boom and bust: Strategy and capacity building in governance

Assche, Kristof Van; Gruezmacher, Mónica; Deacon, Leith

doi:10.1016/j.landusepol.2019.05.013

Cited by 25 publications

(27 citation statements)

References 64 publications

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“…Moving forward from mentioned system theorists, we distinguish between a discursive and institutional dimension, both relevant for the analysis of strategy in governance (Van Assche, Gruezmacher, et al, 2020). First of all, a strategy needs to include a narrative of a desirable yet achievable future, which is acceptable for enough actors to coordinate and move forward (cf.…”

Section: Strategy: Actions and Intentionsmentioning

confidence: 99%

“…Institutions, as the rules and norms that structure interactions, act as tools for coordination. Policies and plans can be considered complex and composite institutions (Van Assche, Gruezmacher, et al, 2020). Existing institutions create and restrict options for strategy development and they can be tools for its realization (Beunen & Patterson, 2019;Sehring, 2009;Van Assche et al, 2014).…”

Section: Strategy: Actions and Intentionsmentioning

confidence: 99%

“…Observation of governance in its current configuration and its path (Healey, 2006;Luhmann, 1989) . Observation of strategies and reality effects in previous steps in the governance path (Vaara & Lamberg, 2016;Van Assche, Gruezmacher, et al, 2020). .…”

Section: Observation and Productive Fictionmentioning

confidence: 99%

“…Intermediate strategy might also be linked to a situation where analysis suggested that in the given governance configuration, no strategy is likely to come with any real chance of success. In such situations, the conclusion might be to adopt an intermediate strategy of capacity building, of adopting a temporary form of governance, we call transitional governance (Van Assche, Gruezmacher, et al, 2020), which understands itself as temporary, as building a new platform from which, later, more ambitious, long term strategies can be created and enacted. The argument for transitional governance can be that the coordinative capacity and expertise are missing in the current governance configuration, to move in a direction already envisioned.…”

Section: Dealing With Uncertainty: Adaptation Transition Intermediatesmentioning

confidence: 99%

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Rethinking strategy in environmental governance

Assche

Beunen

Gruezmacher

et al. 2020

Journal of Environmental Policy & Planning

Self Cite

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This paper presents a novel framework for analyzing the formation and effects of strategies in environmental governance. It combines elements of management studies, strategy as practice thinking, social systems theory and evolutionary governance theory. It starts from the notion that governance and its constitutive elements are constantly evolving and that the formation of strategies and the effect strategies produce should be understood as elements of these ongoing dynamics. Strategy is analyzed in its institutional and narrative dimensions. The concept of reality effects is introduced to grasp the various ways in which discursive and material changes can be linked to strategy and to show that the identification of strategies can result from prior intention as well as a posteriori ascription. The observation of reality effects can enhance reality effects, and so does the observation of strategy. Different modes and levels of observation bring in different strategic potentialities: observation of self, of the governance context, and of the external environment. The paper synthesizes these ideas into a framework that conceptualizes strategies as productive fictions that require constant adaptation. They never entirely work out as expected or hoped for, yet these productive fictions are necessary and effective parts of planning and steering efforts.

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Section: Strategy: Actions and Intentionsmentioning

confidence: 99%

Section: Strategy: Actions and Intentionsmentioning

confidence: 99%

Section: Observation and Productive Fictionmentioning

confidence: 99%

Section: Dealing With Uncertainty: Adaptation Transition Intermediatesmentioning

confidence: 99%

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Rethinking strategy in environmental governance

Assche

Beunen

Gruezmacher

et al. 2020

Journal of Environmental Policy & Planning

Self Cite

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“…Complexity and uncertainty are features of life, of social-ecological systems, and many of our tricks to reduce uncertainty have just ignored or displaced it. Which brings us to the possibility of transitional governance (Van Assche et al, 2020). While the quarantine itself is a form of transitional governance, with limited aims and an acknowledgment of a temporary shortening of time horizons (i.e., let’s get through this first), we believe there is an argument to collectively consider a generalized transitional governance.…”

Section: The Reinvention Of the World During And After Quarantinementioning

confidence: 99%

Resilience, Reinvention and Transition during and after Quarantine

et al. 2020

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Quarantine measures and the crises triggering them are never neutral in the sense that a return to the past is impossible. These measures are also a signal of other things like systemic risks and weaknesses. A period of quarantine is also a thing in and by itself. What happens after quarantine is thus shaped both by the state of the social-ecological system preceding quarantine and by what happened during quarantine. The selectivities introduced during quarantine span discursive, institutional and material realms. Old discourses can return with a new meaning. Social and economic relations can reappear seemingly unchanged, they can be more visibly altered and they can be dismantled. Ideologies, however, to be understood here as master discourses, read problems and solutions in their own way and do not necessarily come closer to each other or disappear. All this, offers food for thought regarding the possibilities and limits of resilience and transition. We argue that the current COVID- 19 pandemic casts doubt on the generic applicability of theories of resilience and transition, yet also sheds a new light on the value of both. We propose the concept of reinvention to describe what is happening and what could happen in a more coordinated fashion. We argue that the current crisis reveals mechanisms in systems dynamics that point at the existence of multiple pathways after dramatic system shocks. Some shocks and their system- specific responses (such as a particular kind of quarantine) are more amenable to resilience strategies afterwards, while others require a path of radical transition. They might also both be needed: a rather stark transition now might ensure future resilience. While the outline of the system after transition is not clear, some desirable features are clear as are the risks and damages of the current system. Also clear is the argument for transitional governance, a temporary governance system (beyond quarantine) which can enable the construction of new long term perspectives in governance and new governance tools meant to reduce chances of a crisis like this one reoccuring.

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Renewable energy, social disruption and formalising the social licence to operate in South Africa

Mabele,

Marais,

Balta‐Ozkan

et al. 2023

Corp Soc Responsibility Env

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A social licence to operate and corporate social responsibility are often applied voluntarily to ensure a positive relationship between businesses and communities. But South Africa's Renewable Energy Independent Power Producer Programme makes investment in local socio‐economic development a contractual obligation. To assess the implications of this legalised approach to CSR and the social licence to operate, between September 2019 and January 2020 we conducted seven focus group discussions and 24 key informant interviews in two towns in South Africa's Northern Cape province. The data were analysed thematically and triangulated with data on crime, municipal finance and house prices. Our concerns about the legalised approach are that it does not require local consent; it reduces local development to a needs analysis; it does not require local collaborative planning, despite adverse consequences such as social disruption; it bypasses local organisation and accountability; it does not provide cheaper local electricity; and it offers no guidelines for decommissioning.

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Land use tools for tempering boom and bust: Strategy and capacity building in governance

Cited by 25 publications

References 64 publications

Rethinking strategy in environmental governance

Rethinking strategy in environmental governance

Resilience, Reinvention and Transition during and after Quarantine

Renewable energy, social disruption and formalising the social licence to operate in South Africa

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