UNDERSTANDING LOCAL GOVERNANCE: INSTITUTIONAL FORMS OF COLLABORATION

The article discusses institutional forms of governance, understanding governance as hybrid forms of collaboration, involving government, market actors and/or civil society actors. By utilizing data from a study made of three Norwegian cities, six collaborative efforts are presented, and discussed in relation to analytical characteristics derived from both network theory and organizational theory. This analysis illustrates that these collaboration efforts can, on the one hand, be understood as something located between networks and organizations. On the other hand, one may argue they belong to none of the two theoretical categories, implying the need for new theories regarding collaboration. These observations are followed by some theoretical reflections about how democratic governments can influence collaborations, and ensure that the common will can actually become real.     

When and why does education matter? Motivation and resource effects in political efficacy

Education increases political engagement because it bolsters motivations and cognition on the one hand, and relative resources on the other. However, personality traits have recently been found to partially confound the education effect. Focusing on internal and external political efficacy allows us to disentangle the different effects of education. It is argued in this article (a) that personal dispositions confound the cognitive and motivational effect of education, which is the predominant effect of education on internal efficacy, but not resource effects which are important for external but not internal efficacy; and (b) that resource effects are context‐dependent whereas cognitive and motivational effects are not. Accordingly, the article shows that the competitive context in which individuals find themselves conditions the effect of education on external, but not on internal, efficacy.     

EXIT AND VOICE IN LOCAL GOVERNMENT RECONSIDERED: A ‘CHOICE REVOLUTION’?

Market‐based public management reform has introduced customer choice among competing providers of public services. Choice entails exit, an option which Albert Hirschman famously reserved for the market, while voice is the key mode of communication in political life. Based on elite and mass surveys, the article studies how exit is perceived by citizens and local political and administrative leaders in Norway and Sweden, and how the two strategic options relate to each other. Citizens are more positive towards customer choice and exit than are leaders, albeit with some variation across different public service sectors. Political and administrative leaders are positive towards customer choice models as a strategy to empower clients but more critical in terms of the potential loss of accountability and control that contracting out services may entail.