Governing local partnerships

Does External Steering Help Local Agencies Address Wicked Problems

Dados Bibliográficos

ID6326883
AutoresSteve Martins (0000-0002-1883-5837, Cardiff University), Valeria Guarneros‐meza (0000-0002-4147-147X, Cardiff University), Valeria Guarneros-Meza
Ano2013
Volume41
Fascículo4
Páginas585-603
Data de publicação2013-10-01
Peer ReviewedSim
Open AccessNão
TipoARTICLE
PeriódicoPolicy & Politics (JOURNAL)
Identificadores do periódicoISSN: 0305-5736 • E-ISSN: 1470-8442
EditoraBristol University Press (PUBLISHER • GB)
DOI10.1332/030557312x655819
OpenAlexW1968318476
IdiomaEN
Citações recebidas8

Partnerships have played an increasingly prominent role in local governance and there has been considerable debate about the impact which self-organising capacity and government intervention have on their effectiveness. This paper examines what kinds of self-steering local public service partnerships require in order to address intractable public policy problems, and whether external steering by government helps or hinders them. It concludes that ‘soft steering’ by government can be instrumental in establishing and mobilising partnerships. The type of self-steering they deploy depends on the context in which they operate and the kinds of collaborative activities they attempt

Business · Context (archaeology · Corporate governance · Engineering management · Government (linguistics · Intervention (counseling · Local government · Order (exchange · Political science · Public relations · Self-governance · Steering committee · Community Development and Social Impact · Engineering · Nonprofit Sector and Volunteering · Psychology · Public Administration · Public Policy and Administration Research · Finance