The implementation of the common and universally applicable United Nations' Sustainable Developme... more The implementation of the common and universally applicable United Nations' Sustainable Development Goals (SDGs) requires differentiated governance frameworks at all levels, as it falls short to use one governance style only-hierarchical, network or market governance-or any one style combination that is believed to be fit-for-all-purposes. The article introduces the guiding principle of "Common But Differentiated Governance" (CBDG) and illustrates how this principle can make the SDGs work. It will be shown that, after more than 15 years' experience with the concept of "metagovernance" (how to combine different governance styles into successful governance frameworks), there seems to be some convergence towards using this as comprehensive approach to achieve situationally appropriate governance frameworks. In this article, we have elaborated how policy makers could use metagovernance, combined with key governance principles, as mechanism to support analysis, design and management of SDG governance frameworks, to make failures noticed, and to suggest mitigation measures. Metagovernance respects common principles like rule of law, but takes as starting point that there may be different pathways to achieve them. A possible step-by-step approach for SDG implementation with metagovernance is
ABSTRACT This chapter introduces a broad view on global environmental governance frameworks, illu... more ABSTRACT This chapter introduces a broad view on global environmental governance frameworks, illustrated with some successful and failed attempts. As there are many definitions of governance, I first introduced an analytical model that captures all different strands of thinking. All governance definitions have their merits and weaknesses and contribute to the overall set of frameworks for global environmental governance. Next, key issues like the multi-sector, multi-actor, multilevel, and cultural dimension are discussed.
Co-existence of hierarchical, network and market governance Before the 'discovery' of pol... more Co-existence of hierarchical, network and market governance Before the 'discovery' of policy networks and the mechanisms of different types of network governance, social coordination was considered to take place in two distinct forms: hierarchies and markets. 1 Market coordination was the second ideal type described after Weber's bureaucratic ideal type had become the prototype for a classical hierarchy. Networks were for a long time considered a hybrid form of these ideal types. We find the fiercest defenders of the idea of a hierarchy-market dichotomy among economists. Ruys et al. (2007) argue that 'market contracting' (market governance) is the 'original state of affairs', and call the opposite 'vertical integration' (hierarchical governance), while all governance styles between these extremes are called 'hybrid relationships'. However, economists were also among the first to argue that networks form a separate type of social coordinati...
Impact Assessment (IA) is a forward-looking instrument that seeks to proactively advise decision-... more Impact Assessment (IA) is a forward-looking instrument that seeks to proactively advise decision-makers on the potential advantages and disadvantages of a proposed action. IA is an important tool for improving governance in a regulatory framework, and governance promotes the IA process.
National cultures often reflect a preference for one of the ideal-types hierarchical, network or ... more National cultures often reflect a preference for one of the ideal-types hierarchical, network or market governance. A comparison of four similar policy cases in the UK, the Netherlands, Germany and the European Commission reveals that successful public managers under certain conditions are able to construct and design productive mixtures of the three styles. They applied metagovernance, a process of designing
In Western democracies complex mixtures of social coordination have developed. Three approaches o... more In Western democracies complex mixtures of social coordination have developed. Three approaches of addressing societal problems compete with each other: hierarchical, network and market governance. These mixtures of governance styles can be observed in society, in the relation between society and administration, and are also somehow mirrored inside administration. Although hierarchy is still the main means of coordination in administration, it is nowadays mixed with two 'new modes of governance', network and market governance. If 'post-bureaucratic' means abandoning hierarchy, then there is no evidence that a 'post bureaucratic administration' has yet developed. This paper develops the argument that a key challenge to public management is to deal well with conflicts and synergies of governance mixtures inside administration. This I call 'internal meta-governance'. Based on literature review and preliminary results of an ongoing research project on internal meta-governance in several European public-sector organisations, I propose an a priori management development programme that focuses on internal meta-governance. Finally, preliminary conclusions and recommendations for further research are given.
In Western democracies complex mixtures of social coordination have developed. Three approaches o... more In Western democracies complex mixtures of social coordination have developed. Three approaches of addressing societal problems compete with each other: hierarchical, network and market governance. These mixtures of governance styles can be observed in society, in the relation between society and administration, and are also somehow mirrored inside administration. Although hierarchy is still the main means of coordination in administration, it is nowadays mixed with two 'new modes of governance', network and market governance. If 'post-bureaucratic' means abandoning hierarchy, then there is no evidence that a 'post bureaucratic administration' has yet developed. This paper develops the argument that a key challenge to public management is to deal well with conflicts and synergies of governance mixtures inside administration. This I call 'internal meta-governance'. Based on literature review and preliminary results of an ongoing research project on internal meta-governance in several European public-sector organisations, I propose an a priori management development programme that focuses on internal meta-governance. Finally, preliminary conclusions and recommendations for further research are given.
In Western democracies complex mixtures of social coordination have developed. Three approaches o... more In Western democracies complex mixtures of social coordination have developed. Three approaches of addressing societal problems compete with each other: hierarchical, network and market governance. These mixtures of governance styles can be observed in society, in the relation between society and administration, and are also somehow mirrored inside administration. Although hierarchy is still the main means of coordination in administration, it is nowadays mixed with two 'new modes of governance', network and market governance. If 'post-bureaucratic' means abandoning hierarchy, then there is no evidence that a 'post bureaucratic administration' has yet developed. This paper develops the argument that a key challenge to public management is to deal well with conflicts and synergies of governance mixtures inside administration. This I call 'internal meta-governance'. Based on literature review and preliminary results of an ongoing research project on internal meta-governance in several European public-sector organisations, I propose an a priori management development programme that focuses on internal meta-governance. Finally, preliminary conclusions and recommendations for further research are given.
In Western democracies complex mixtures of social coordination have developed. Three approaches o... more In Western democracies complex mixtures of social coordination have developed. Three approaches of addressing societal problems compete with each other: hierarchical, network and market governance. These mixtures of governance styles can be observed in society, in the relation between society and administration, and are also somehow mirrored inside administration. Although hierarchy is still the main means of coordination in administration, it is nowadays mixed with two 'new modes of governance', network and market governance. If 'post-bureaucratic' means abandoning hierarchy, then there is no evidence that a 'post bureaucratic administration' has yet developed. This paper develops the argument that a key challenge to public management is to deal well with conflicts and synergies of governance mixtures inside administration. This I call 'internal meta-governance'. Based on literature review and preliminary results of an ongoing research project on internal meta-governance in several European public-sector organisations, I propose an a priori management development programme that focuses on internal meta-governance. Finally, preliminary conclusions and recommendations for further research are given.
National cultures often reflect a preference for one of the ideal-types hierarchical, network or ... more National cultures often reflect a preference for one of the ideal-types hierarchical, network or market governance. A comparison of four similar policy cases in the UK, the Netherlands, Germany and the European Commission reveals that successful public managers under certain conditions are able to construct and design productive mixtures of the three styles. They applied metagovernance, a process of designing and managing situationally optimal combinations of the three competing, and to an extent mutually undermining, governance styles. Their national cultures and politico-administrative traditions co-determined the governance mixture which would work in a given situation. The research reinforces the case already made by others, that governance doctrines cannot be transferred as ‘best practices’ from one nation to another without adaptation. The article suggests that the future does not lie in inventing new management and governance doctrines, but in investing in post-dogmatic public management.
The implementation of the common and universally applicable United Nations' Sustainable Developme... more The implementation of the common and universally applicable United Nations' Sustainable Development Goals (SDGs) requires differentiated governance frameworks at all levels, as it falls short to use one governance style only-hierarchical, network or market governance-or any one style combination that is believed to be fit-for-all-purposes. The article introduces the guiding principle of "Common But Differentiated Governance" (CBDG) and illustrates how this principle can make the SDGs work. It will be shown that, after more than 15 years' experience with the concept of "metagovernance" (how to combine different governance styles into successful governance frameworks), there seems to be some convergence towards using this as comprehensive approach to achieve situationally appropriate governance frameworks. In this article, we have elaborated how policy makers could use metagovernance, combined with key governance principles, as mechanism to support analysis, design and management of SDG governance frameworks, to make failures noticed, and to suggest mitigation measures. Metagovernance respects common principles like rule of law, but takes as starting point that there may be different pathways to achieve them. A possible step-by-step approach for SDG implementation with metagovernance is
ABSTRACT This chapter introduces a broad view on global environmental governance frameworks, illu... more ABSTRACT This chapter introduces a broad view on global environmental governance frameworks, illustrated with some successful and failed attempts. As there are many definitions of governance, I first introduced an analytical model that captures all different strands of thinking. All governance definitions have their merits and weaknesses and contribute to the overall set of frameworks for global environmental governance. Next, key issues like the multi-sector, multi-actor, multilevel, and cultural dimension are discussed.
Co-existence of hierarchical, network and market governance Before the 'discovery' of pol... more Co-existence of hierarchical, network and market governance Before the 'discovery' of policy networks and the mechanisms of different types of network governance, social coordination was considered to take place in two distinct forms: hierarchies and markets. 1 Market coordination was the second ideal type described after Weber's bureaucratic ideal type had become the prototype for a classical hierarchy. Networks were for a long time considered a hybrid form of these ideal types. We find the fiercest defenders of the idea of a hierarchy-market dichotomy among economists. Ruys et al. (2007) argue that 'market contracting' (market governance) is the 'original state of affairs', and call the opposite 'vertical integration' (hierarchical governance), while all governance styles between these extremes are called 'hybrid relationships'. However, economists were also among the first to argue that networks form a separate type of social coordinati...
Impact Assessment (IA) is a forward-looking instrument that seeks to proactively advise decision-... more Impact Assessment (IA) is a forward-looking instrument that seeks to proactively advise decision-makers on the potential advantages and disadvantages of a proposed action. IA is an important tool for improving governance in a regulatory framework, and governance promotes the IA process.
National cultures often reflect a preference for one of the ideal-types hierarchical, network or ... more National cultures often reflect a preference for one of the ideal-types hierarchical, network or market governance. A comparison of four similar policy cases in the UK, the Netherlands, Germany and the European Commission reveals that successful public managers under certain conditions are able to construct and design productive mixtures of the three styles. They applied metagovernance, a process of designing
In Western democracies complex mixtures of social coordination have developed. Three approaches o... more In Western democracies complex mixtures of social coordination have developed. Three approaches of addressing societal problems compete with each other: hierarchical, network and market governance. These mixtures of governance styles can be observed in society, in the relation between society and administration, and are also somehow mirrored inside administration. Although hierarchy is still the main means of coordination in administration, it is nowadays mixed with two 'new modes of governance', network and market governance. If 'post-bureaucratic' means abandoning hierarchy, then there is no evidence that a 'post bureaucratic administration' has yet developed. This paper develops the argument that a key challenge to public management is to deal well with conflicts and synergies of governance mixtures inside administration. This I call 'internal meta-governance'. Based on literature review and preliminary results of an ongoing research project on internal meta-governance in several European public-sector organisations, I propose an a priori management development programme that focuses on internal meta-governance. Finally, preliminary conclusions and recommendations for further research are given.
In Western democracies complex mixtures of social coordination have developed. Three approaches o... more In Western democracies complex mixtures of social coordination have developed. Three approaches of addressing societal problems compete with each other: hierarchical, network and market governance. These mixtures of governance styles can be observed in society, in the relation between society and administration, and are also somehow mirrored inside administration. Although hierarchy is still the main means of coordination in administration, it is nowadays mixed with two 'new modes of governance', network and market governance. If 'post-bureaucratic' means abandoning hierarchy, then there is no evidence that a 'post bureaucratic administration' has yet developed. This paper develops the argument that a key challenge to public management is to deal well with conflicts and synergies of governance mixtures inside administration. This I call 'internal meta-governance'. Based on literature review and preliminary results of an ongoing research project on internal meta-governance in several European public-sector organisations, I propose an a priori management development programme that focuses on internal meta-governance. Finally, preliminary conclusions and recommendations for further research are given.
In Western democracies complex mixtures of social coordination have developed. Three approaches o... more In Western democracies complex mixtures of social coordination have developed. Three approaches of addressing societal problems compete with each other: hierarchical, network and market governance. These mixtures of governance styles can be observed in society, in the relation between society and administration, and are also somehow mirrored inside administration. Although hierarchy is still the main means of coordination in administration, it is nowadays mixed with two 'new modes of governance', network and market governance. If 'post-bureaucratic' means abandoning hierarchy, then there is no evidence that a 'post bureaucratic administration' has yet developed. This paper develops the argument that a key challenge to public management is to deal well with conflicts and synergies of governance mixtures inside administration. This I call 'internal meta-governance'. Based on literature review and preliminary results of an ongoing research project on internal meta-governance in several European public-sector organisations, I propose an a priori management development programme that focuses on internal meta-governance. Finally, preliminary conclusions and recommendations for further research are given.
In Western democracies complex mixtures of social coordination have developed. Three approaches o... more In Western democracies complex mixtures of social coordination have developed. Three approaches of addressing societal problems compete with each other: hierarchical, network and market governance. These mixtures of governance styles can be observed in society, in the relation between society and administration, and are also somehow mirrored inside administration. Although hierarchy is still the main means of coordination in administration, it is nowadays mixed with two 'new modes of governance', network and market governance. If 'post-bureaucratic' means abandoning hierarchy, then there is no evidence that a 'post bureaucratic administration' has yet developed. This paper develops the argument that a key challenge to public management is to deal well with conflicts and synergies of governance mixtures inside administration. This I call 'internal meta-governance'. Based on literature review and preliminary results of an ongoing research project on internal meta-governance in several European public-sector organisations, I propose an a priori management development programme that focuses on internal meta-governance. Finally, preliminary conclusions and recommendations for further research are given.
National cultures often reflect a preference for one of the ideal-types hierarchical, network or ... more National cultures often reflect a preference for one of the ideal-types hierarchical, network or market governance. A comparison of four similar policy cases in the UK, the Netherlands, Germany and the European Commission reveals that successful public managers under certain conditions are able to construct and design productive mixtures of the three styles. They applied metagovernance, a process of designing and managing situationally optimal combinations of the three competing, and to an extent mutually undermining, governance styles. Their national cultures and politico-administrative traditions co-determined the governance mixture which would work in a given situation. The research reinforces the case already made by others, that governance doctrines cannot be transferred as ‘best practices’ from one nation to another without adaptation. The article suggests that the future does not lie in inventing new management and governance doctrines, but in investing in post-dogmatic public management.
Uploads
Papers by Louis Meuleman