The limited transformational power of adaptive governance: a study of institutionalization and materialization of adaptive governance

Abstract

Following the economic crisis in 2007-2008, many urban regeneration programmes were replaced with forms of adaptive governance (e.g. slow urbanism). This paper maps and analyses transformational effects of such adaptive governance initiatives through a case of neighbourhood restructuring. It studies whether adaptive governance institutionalizesi.e. transforms the existing governance systemand whether it materializes in the built environment. It shows how the adaptive governance initiatives in this case failed to diffuse and endure, and, therefore, the transformational effect on both the existing governance system and the area has been limited. The reasons for this are discussed.

Introduction to the Handbook on Adaptive Governance

“…For a governance change to be transformative, Eshuis and Gerrits argue that it needs to involve deep changes, they have to be all-encompassing and also enduring. In their urban case of Rotterdam, the authors conclude that while adaptive governance features were introduced, the institutions did not change fundamentally or widely across the city, nor did the changes endure over time (Eshuis and Gerrits 2021).…”

“…This question is naturally built on the premise that existing institutional structures and arrangements are unable to trigger or facilitate this change, and therefore governance itself needs to be transformed (Patterson et al 2017). In fact, Eshuis and Gerrits (2021) question the transformational effect of adaptive governance on the governance system and explore its effects. For a governance change to be transformative, Eshuis and Gerrits argue that it needs to involve deep changes, they have to be all-encompassing and also enduring.…”

Public Policies for Procurement under COVID19

“…Finally, a word should be added about this tragic pandemic as an opportunity to reform Governments. In a context of disruptive events as it is the case of COVID19, the Governmental ability to change following the paradigm of adaptive governance (Eshuis and Gerrits, 2021) is quite critical to make use of such opportunity and the reshaping of public procurement can be a very important element to redesign Governmental structures, policies and processes as it has been recommended by many authors (see, e.g. (Ramalingam and Prabhu, 2020) (Phillips et al, 2007).…”

Urban contractual agreements as an adaptive governance strategy: under what conditions do they work in multi-level cooperation?

“…Adaptive governance approaches address governance regimes' failure to promote ecological sustainability and build capacity to tackle uncertainty in decision problems (Chaffin et al, 2014;Dietz et al, 2003;Sharma-Wallace et al, 2018). Often, linear and top-down governance systems based on a steady-state view cannot adjust to environmental and social dynamics, whereas such adjustments are key for complex systems (Eshuis & Gerrits, 2019;Folke et al, 2005). Adaptive governance contributes to the literature by pinpointing the need for more holistic governance regimes linking social systems with conditions for ecological sustainability (Chaffin et al, 2014;Folke et al, 2005).…”

“…Second, with some exceptions (e.g. for spatial planning; Eshuis & Gerrits, 2019), adaptive governance has mainly been used and discussed in relation to natural resources, environmental management and climate change adaptation (Folke et al, 2005;Plummer & Baird, 2013). Hence, the current paper expands studies of adaptive governance to transport policy and brings a new understanding to the scope of flexibility and dialogue to solve complex problems.…”