China’s Coherence in International Economic Governance

This article analyzes China’s coherence in international economic governance. When and how is China challenging the rules and norms of the prevailing international economic order? Has China adopted the current rules and norms across the board, or is it proceeding in an ad hoc or piecemeal manner? How can its (in) coherence be explained? To address these questions, I compare China’s profile vis-à-vis three dimensions of the global economic order: trade, investment, and development aid. I argue that in international trade and investment, China has neither sought nor brought about significant change. China is however, offering an alternative to the Western norms that until now have dominated the global development aid regime. China’s establishment of the Asian Infrastructure Investment Bank (AIIB) is notable in this regard, though it is still soon to determine if the Chinese-led development bank will break with existing norms. The article then considers possible theoretical explanations for the variation in China’s behavior across the three areas.     

China’s Quest for Global Economic Governance Reform

Journal of Chinese Political Science - This paper attempts to characterize China’s approach to global economic governance during the Xi Jinping era, and to provide details on how it is...     

Regional Governance Networks: Filling In or Hollowing Out?

The debate on what effect networks have on the existing institutions of representative democracy is highly polarized. On one hand, networks are regarded as means to ‘fill in’ where traditional institutions fail, and on the other, networks are viewed as arrangements draining or ‘hollowing out’ traditional institutions of power and legitimacy. In this article, filling in and hollowing out are treated as two distinct dimensions, opening up for the possibility that networks may both fill in and hollow out member organizations. The argument is that networks, to be able to fill in, must be ‘strong’ (autonomy, resources), but the stronger they become, the higher the probability that they also hollow out their individual members. This thesis is empirically illuminated by studying political governance networks in Norway (i.e., voluntary cooperation between municipalities creating a regional council). Main findings conclude that these networks only to a very moderate degree fill in and hollow out, indicating that the networks play a largely symbolic role. However, there are variations between networks, and the data indicate that the degree of hollowing out depends on both the strength of the network (size and asymmetry) and its individual members (i.e., their population size).     

Dysfunctional institutions? Toward a New Agenda in Governance Studies

There is a wide‐spread perception among academics and commentators that institutional dysfunction has become increasingly common in important social, political, and economics arenas. Opinion polls show a decline in trust and confidence in major actors and institutions, including inter‐governmental organizations, governments, firms, NGOs, and religious organizations. For some, the core of the problem is that the hitherto well‐functioning states have become less effective in aggregating and acting upon citizens' preferences. Many policy initiatives of the 1990s – deregulation, privatization, new public management, private regulation, regional integration, civil society, and so on – seemed to have failed to meet expectations. This symposium seeks to identify important theoretical and empirical questions about institutional failure, such as why do institutions fail, why are they not self‐correcting, what might be a clear evaluative yardstick and analytic approach by which to measure performance, and to what extent contemporary theories of institutional evolution and design are useful in examining institutional restructuring and institutional renewal? Symposium essays by leading social science scholars offer important insights to inform future work on institutional performance and outline an agenda for institutional renewal and change.     

Do Critical Citizens Foster Better Governance? A Comparative Study

Both critical citizens and governance are attracting increasing interest in political science. Strangely enough, however, the two strands of research are rarely combined. This article sheds light on the relation between governance and political criticism by focusing on Europe. The article discusses and examines whether the level of political criticism expressed by a state's citizenry correlates with or even affects the quality of governance. In contrast to the conventional ‘translation’ of criticism as discontentment, this article scrutinises ‘normative critical attentiveness’, which is explained in detail (data: International Social Survey Program 2004, module: Citizenship). Legitimate and effective governance, as measured by the World Bank indices, correlates positively with critical attentiveness: states with citizenries that regard attentiveness as a civic duty provide more legitimate and effective governance than states with less attentive citizenries. These correlations remain significant when controlled for economic development. The cause of direction is not uniform, but must be differentiated for different characteristics.     

Cornwall's Devolution Deal: Towards a More Sustainable Governance?

This article considers the devolution deal signed by Cornwall and the Isles of Scilly in the summer of 2015. It asks if the deal constitutes a more sustainable approach to governance, concluding that while there are some factors that help to enhance sustainability, other areas urgently require more attention. These claims are made through an analysis of a model of sustainability which emphasises the importance of networks and feedback loops envisaging civil society as an adaptive organism. This helps to show that although power is significantly dispersed in some aspects of the ‘Cornwall Deal’, this latter does little to alter the highly centralised nature of governance across England, or provide spaces where local actors can feed back into central policy.     

Mitigating Mistrust? Participation and Expertise in Hydraulic Fracturing Governance

In Canada's Yukon Territory, a legislative committee was tasked with assessing the risks and benefits of hydraulic fracturing. The committee designed an extensive participatory process involving citizens and experts; however, instead of information access and public hearings fostering an open dialogue and trust, these two channels failed to de‐polarize debates over hydraulic fracturing. We argue that mistrust was reinforced because (1) weak participatory processes undermined the goals of public involvement, (2) scientific evidence and scientists themselves were not accepted as neutral or apolitical, and (3) strategic fostering of mistrust by actors on both sides of a polarized issue intensified existing doubt about the integrity and credibility of the process. The implications of a failure to restore trust in government are significant, not only for the issue of hydraulic fracturing, but for governance more broadly, as mistrust has spillover effects for subsequent public negotiations.     

Second Best Governance? Governments and Governance in the Imperfect World of Health Care Delivery in China,India and Thailand in Comparative Perspective

Abstract

The objective of the paper is to assess the usefulness of conceptions of different modes of governance for understanding policy outcomes by studying the experience with hierarchical and non-hierarchical governance modes in the health care sector in China, India, and Thailand. The paper shows their experience with non-hierarchical modes to have been largely disappointing and that all three, but especially Thailand, are in the process of reverting to a more hierarchical mode of service delivery. The conclusion from this study is that non-hierarchical governance is not a substitute for or an improvement upon hierarchical governance in health care due to the many market and government failures that afflict the sector and affect the ability of different governance modes to function effectively. The hierarchical mode of government is also imperfect but less so than the alternatives in delivering health care.     

United We Stand? Governance Challenges for the United Kingdom Coalition

Coalition government is an unfamiliar experience for Whitehall and Westminster. All actors are still adapting to the rules of this new political game. A number of governance challenges confront the United Kingdom's Conservative‐Liberal Democrat coalition. It must strike a balance between the visions of two distinct parties and blend these into a coherent strategy for government. Like any government, it will expect to resolve most differences internally and then to show a united face to the world. Effective consultation and dispute‐resolution processes within the executive will therefore be at a premium. But the separate political identities of the two parties also need to be preserved, and sufficient resources must be provided to each side within the government to enable this to happen. This article assesses the response of the coalition to these challenges in its first six months and draws lessons from relevant international experience.     

Managers in Governance Networks: How to Reach Good Outcomes?

ABSTRACT

There is a large amount of literature and research on network management activities. This article explores the role of network managers in governance networks. It fits into the discussion of managerial activities and their outcome. This article discusses and analyses the results of a survey that was conducted in 2006–2007 among those involved in environmental projects in the Netherlands (323 respondents, 111 of whom were managers of these projects). The respondents were asked questions about their background, trust, project characteristics, network management activities, and outcomes (both process and content outcomes). This article uses the data collected on network managers to study some of their background characteristics, the management activities they use, and project outcomes. The research shows that more experienced managers achieve good outcomes (trust and substantive outcome). However, the most important insight gained from this research is that network managers who employ a large number of management activities in the management of their network achieve good outcomes.     

Building ‘Community’: New Strategies of Governance in Urban China

Abstract

Under the planned economy China's urban population was largely immobile and governed through the socialist workunit (danwei). Market reforms begun in the 1980s have culminated in the last decade with a dramatic decline of the state-sector and the emergence of a more mobile, heterogeneous and economically independent urban population. In rendering the old system obsolete, these trends have led the Chinese government to rethink its strategies for urban governance. At the turn of the millennium, a new campaign to ‘build communities’ was launched throughout the nation with the objective of establishing the residential ‘community’ as the new basic unit of urban governance. This paper explores the logic behind this policy innovation and analyzes the techniques adopted to operationalize ‘community governance’.     

Does Collaboration Make Any Difference? Linking Collaborative Governance to Environmental Outcomes

This paper addresses two research questions: (1) Does collaborative environmental governance improve environmental outcomes? and (2) How do publicly supported collaborative groups with different levels of responsibility, formalization, and representativeness compare in this regard? Using a representative watershed quality data series, the EPA's National Rivers and Streams Assessment and Wadeable Streams Assessment, in conjunction with a watershed management regime database coded for this analysis, I test the relationship between collaborative governance and watershed quality for 357 watersheds. Since these are observational data, a multilevel propensity score matching method is used to control for selection bias. Using an augmented inverse propensity weighted estimator, I estimate the average treatment effect on the treated for six different water quality and habitat condition metrics. Collaborative watershed groups are found to improve water chemistry and in‐stream habitat conditions. I then use hierarchical linear regression modeling to examine how group responsibilities, membership diversity, and formalization affect the predicted impact of a collaborative group. Groups that engage in management activities (in comparison to coordination or planning) are found to achieve greater environmental gains. Limited differentiation is found with regards to the presence of a group coordinator, increased goal specificity, or greater stakeholder diversity.     

Mid Staffordshire: a Case Study of Failed Governance and Leadership?

The public inquiry chaired by Robert Francis QC into failings of care at the Mid Staffordshire NHS Foundation Trust made 290 recommendations about matters including: standards of patient care in the National Health Service (NHS); organisational culture and leadership; the use of data and information; the need for greater openness; and compassionate and committed nursing. In this paper, we argue that Mid Staffordshire represented a profound failure of governance and leadership. We use findings from a national research study to analyse the response made by the boards and leadership of NHS hospitals to the inquiry recommendations, setting out the repertoire of board roles and behaviours required for the governance of safe and effective care.     

Federalism Dreaming? Re‐imagining the Governance of Australian Landscapes

We propose a re‐imagining of Australian federalism in response to the White Paper on Reform of the Australian Federation. We acknowledge the unique nature and existing strengths and challenges confronting the Australian federation. In so doing we argue the value of listening to the history of the land in connection with its people and bringing landscape lessons into federation calculations moving forward. The distinctiveness of our federalism dreaming is distinguished from traditional calls for regionalism or regionalization.     

Governance within public–private partnerships and the politics of urban development

Public-private partnerships are the preferred vehicles for the planning, financing and implementation of contemporary urban development. Scholarship on public-private partnerships tends to examine their activities in advancing development. Less attention is accorded to their internal dynamics or governance. While partnerships are intended to build internal consensus and obtain consent in order to carry out urban development, this premise assumes that coordinated public and private interests are in play. This paper examines the internal governance of two public-private partnerships in Rochester, New along three dimensions: conformity to a collective purpose or vision, leadership structure and organizational style.     

In Search of Society? The Limitations of Citizen‐Centred Governance

Democratic governments have spent much of the last two decades attempting to recalibrate their governance systems around a single focal entity: the citizen. The all‐pervasive rhetoric of citizen‐centred governance has seen policies conceived, delivered and evaluated in terms of the satisfaction levels achieved by individual ‘citizens’. This article argues that by disaggregating societal interests down to the smallest available individual unit – the citizen – policy makers have created unrealistic expectations of individual participation, leading to public distrust when ‘citizen‐centred’ rhetoric does not match reality. Simultaneously, the focus on individual outcomes has narrowed the policy‐making gaze away from wider society‐level measures that could create more robust policy options in the face of ‘hard choices.’ The result – paradoxically – is that the more government focuses on pleasing the individual citizen, the less trusting those citizens are of government's ability to deliver meaningful outcomes.