Ole Johan Andersen
Biographic Data
| ID | 4406311 |
|---|---|
| NAME | Ole Johan Andersen |
| GIVEN NAMES | Ole Johan |
| FAMILY NAME | Andersen |
| SIGNATURE | ANDERSEN O J |
| AFFILIATIONS | Nordland Research Institute |
| VERIFIED | No |
| TOTAL WORKS | 4 |
| TOTAL CITATIONS | 47 |
| AUTHOR COUNT | 4 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2004 |
| LATEST PUBLICATION YEAR | 2017 |
| H-INDEX | 3 |
The Master of the House”—Agencies in Municipal Service Provision: Balancing Autonomy and Accountability
The article raises the question of to what extent municipalities adopting reforms of decentralization are able to find a stable balance between strategic management and operational autonomy. We performed a case study in a Norwegian municipality with more than 10 years of experience in practicing the agency model characterized by a radical disaggregation and autonomization of functions. Our findings suggest that finding a stable balance seems hard…
Exploring the Strategic Region: Rationality, Context, and Institutional Collective Action
The article elaborates the concept of strategic regions which refers to bottom-up processes of inter-local cooperation. In a larger number of countries strategic regions are viewed as an attractive strategy to assist local governments in their pursuit or managing increasing costs in service delivery. In this article we first critically inspect rational choice-based models of interlocal cooperation and point out a couple of issues where they can b…
A Bottom-Up Perspective on Innovations: Mobilizing Knowledge and Social Capital Through Innovative Processes of Bricolage
The article focuses on a kind of innovation trajectory, based on the reemployment of assets that belong to the legacy of the past. Thus, it argues for the importance of utilizing know-how and social capital accumulated over the years in organizations' efforts to launch a new course. The concept of bricolage appears especially clarifying in throwing light on innovations emerging through bottom-up processes, utilizing what is at hand or embedded lo…
Public–Private Partnerships: Organisational Hybrids as Channels for Local Mobilisation and Participation?1
The article focuses on new forms of governance involving partnerships between public and private actors. As several scholars have noticed, organisational hybrids at the intersection of the public and private sectors play an important part in the implementation of collective action. Local economic development in particular has provided a fertile ground for building coalitions across traditional divisions, and encouraging partnerships. This applies…
Exploring the Strategic Region: Rationality, Context, and Institutional Collective Action
The article elaborates the concept of strategic regions which refers to bottom-up processes of inter-local cooperation. In a larger number of countries strategic regions are viewed as an attractive strategy to assist local governments in their pursuit or managing increasing costs in service delivery. In this article we first critically inspect rational choice-based models of interlocal cooperation and point out a couple of issues where they can b…
Public–Private Partnerships: Organisational Hybrids as Channels for Local Mobilisation and Participation?1
The article focuses on new forms of governance involving partnerships between public and private actors. As several scholars have noticed, organisational hybrids at the intersection of the public and private sectors play an important part in the implementation of collective action. Local economic development in particular has provided a fertile ground for building coalitions across traditional divisions, and encouraging partnerships. This applies…
A Bottom-Up Perspective on Innovations: Mobilizing Knowledge and Social Capital Through Innovative Processes of Bricolage
The article focuses on a kind of innovation trajectory, based on the reemployment of assets that belong to the legacy of the past. Thus, it argues for the importance of utilizing know-how and social capital accumulated over the years in organizations' efforts to launch a new course. The concept of bricolage appears especially clarifying in throwing light on innovations emerging through bottom-up processes, utilizing what is at hand or embedded lo…
The Master of the House”—Agencies in Municipal Service Provision: Balancing Autonomy and Accountability
The article raises the question of to what extent municipalities adopting reforms of decentralization are able to find a stable balance between strategic management and operational autonomy. We performed a case study in a Norwegian municipality with more than 10 years of experience in practicing the agency model characterized by a radical disaggregation and autonomization of functions. Our findings suggest that finding a stable balance seems hard…
Public–Private Partnerships: Organisational Hybrids as Channels for Local Mobilisation and Participation?1
The article focuses on new forms of governance involving partnerships between public and private actors. As several scholars have noticed, organisational hybrids at the intersection of the public and private sectors play an important part in the implementation of collective action. Local economic development in particular has provided a fertile ground for building coalitions across traditional divisions, and encouraging partnerships. This applies…
A Bottom-Up Perspective on Innovations: Mobilizing Knowledge and Social Capital Through Innovative Processes of Bricolage
The article focuses on a kind of innovation trajectory, based on the reemployment of assets that belong to the legacy of the past. Thus, it argues for the importance of utilizing know-how and social capital accumulated over the years in organizations' efforts to launch a new course. The concept of bricolage appears especially clarifying in throwing light on innovations emerging through bottom-up processes, utilizing what is at hand or embedded lo…
Exploring the Strategic Region: Rationality, Context, and Institutional Collective Action
The article elaborates the concept of strategic regions which refers to bottom-up processes of inter-local cooperation. In a larger number of countries strategic regions are viewed as an attractive strategy to assist local governments in their pursuit or managing increasing costs in service delivery. In this article we first critically inspect rational choice-based models of interlocal cooperation and point out a couple of issues where they can b…
The Master of the House”—Agencies in Municipal Service Provision: Balancing Autonomy and Accountability
The article raises the question of to what extent municipalities adopting reforms of decentralization are able to find a stable balance between strategic management and operational autonomy. We performed a case study in a Norwegian municipality with more than 10 years of experience in practicing the agency model characterized by a radical disaggregation and autonomization of functions. Our findings suggest that finding a stable balance seems hard…
Economics (4 works) · Political science (4 works) · Business (3 works) · Politics (3 works) · Public Policy and Administration Research (3 works) · Sociology (3 works) · Collective action (2 works) · Economic system (2 works) · General partnership (2 works) · Local Government Finance and Decentralization (2 works)