Edited by Christopher Ansell and Jacob Torfing
AbstractThe argument outlined in this chapter is that organizational factors (independent variables) might intervene in governance processes (dependent variables) and create a systematic bias, thus making some process characteristics and outputs more likely than others. It is argued that applying organizational theory to governance may be useful in at least two respects. First, it may add new knowledge on how different governance architectures shape governance. Second, it may also add practical value for change. If organizational variables are shown to affect governance processes in particular ways—as suggested in the chapter—these variables may subsequently be “manipulated” to achieve desired goals. In this way, theoretically informed empirical research may serve as an instrumental device. By using governance as dependent variable, the chapter discusses the following organizational variables as independent variables: organizational capacity, organizational specialization, organizational affiliation and organizational coupling. Further, by using organizational structure as dependent variable, four complementary approaches have been introduced to explain organizational change: instrumental problem solving, conflict and bargaining, rule following and learning, and diffusion.
You are not authenticated to view the full text of this chapter or article.
Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.
Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.
Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.