2023-2024, block 3 GW4008MV, Governance & Strategy
G&S Literature
Contents
Literature – Part 1: Governance.......................................................................................................................3
I. Rhodes – Understanding governance: Ten years on..................................................................................4
Policy networks.....................................................................................................................................4
Governance...........................................................................................................................................4
Core executive......................................................................................................................................5
Hollowing out.......................................................................................................................................5
How is governance defined and described?.........................................................................................9
What is the role of governance: what or whom is being ‘steered’ and how? What does this tell us. . .9
about what the concept of governance entails?...................................................................................9
II. Peters & Pierre – Developments in intergovernmental relations: towards multi-level governance.......11
Multi-level governance...........................................................................................................................11
How is governance defined and described?.......................................................................................12
What is the role of governance: what or whom is being ‘steered’ and how? What does this tell us. 12
about what the concept of governance entails?.................................................................................12
III. Lowndes & Sullivan – How low can you go? Rationales and challenges for neighbourhood governance.
.................................................................................................................................................................... 13
4 distinct rationales for neighbourhood governance..............................................................................13
4 ideal types for institutional design.......................................................................................................14
IV. Saltman & Bankauskaite – Conceptualizing decentralizing in European health systems.......................15
3 forms of decentralization.................................................................................................................15
The challenges for neighbourhood governance:.................................................................................17
V. Singleton – The promise of public health: vulnerable policy and lazy citizens........................................19
Ethical & Practical dilemmas of involving informal care givers for health and social care..................20
VI. Bochove et al. – Reconstructing the professional domain: boundary work of professionals and
volunteers in the context of social service reform......................................................................................21
Boundary work...................................................................................................................................21
The concept of boundary work to reflect on the consequences of involving informal care givers.....21
VII. Riley & Manias – Governance in operating room nursing: nurses’ knowledge of individual surgeons. 23
VIII. Scholten et al. – Structuring ambiguity in hospital governance...........................................................25
Literature – Part 2: Negotiation......................................................................................................................27
I. Fisher, Ury & Patton – Chapter 1: The Problem – Don’t bargain over positions......................................28
Positional bargaining..............................................................................................................................28
Critiques..............................................................................................................................................28
1
,2023-2024, block 3 GW4008MV, Governance & Strategy
Change the game....................................................................................................................................29
Principled negotiation / negotiation on the merits.............................................................................29
II. Fisher, Ury & Patton – Chapter 3: The Method – Focus on interests, not positions...............................32
How do you identify interests?...............................................................................................................32
Talking about interests...........................................................................................................................32
Literature – Part 3: Strategy...........................................................................................................................34
I. Mintzberg – Reconsidering the basic premises of strategic management...............................................35
II. Jarzabkowski et al. (2007) – Strategizing: the challenges of a practice perspective...............................38
III. Van Wijngaarden et al. (2010) – Strategic analysis for health care organizations: the suitability of the
SWOT analysis.............................................................................................................................................42
IV. Scholes (1998) – Chapter 10: Stakeholder mapping..............................................................................46
V. Johnson et al. (2010) – The ritualization of strategy workshops.............................................................51
VI. De Korne et al. (2012) – Hospital benchmarking: are U.S. eye hospitals ready?...................................54
VII. Spee & Jarzabkowski (2009) – Strategy tools as boundary objects.......................................................57
2
,2023-2024, block 3 GW4008MV, Governance & Strategy
Literature – Part 1: Governance
For lecture 1:
Mandatory literature:
Rhodes, R.A.W. (2007). Understanding governance: Ten years on. Organization Studies, 28 (8): 1243-64.
Peters, B. G., & Pierre, J. (2001). Developments in intergovernmental relations: towards multi-level
governance. Policy and Politics, 29(2): 131-136.
For lecture 2:
Mandatory literature:
• Lowndes, V., Sullivan, H. (2008). How low can you go? Rationales and challenges for neighbourhood
governance. Public Administration, 86(1): 53-74.
• Saltman, R.B., Bankauskaite, V. (2006). Conceptualizing decentralization in European health systems: A
functional perspective. Health Economics, Policy and Law, 1: 127-47.
• Singleton, V. (2005). The Promise of Public Health: Vulnerable Policy and Lazy Citizens. Environment
and Planning D: Society and Space 23: 771-786.
• Bochove, M. van, Tonkens, E., Verplanke, L., Roggeveen, S. (2016). Reconstructing the professional
domain: Boundary work of professionals and volunteers in the context of social service reform. Current
Sociology, 1-20
Background reading:
• Van der Woerd, O. et al (2023) “Regional network-building for complexity: A region-oriented policy
response to increasing and varied demands for older person care in the Netherlands”, Public
Administration, https://doi.org/10.1111/padm.12931
• Pages 295-305 in: Powell (1990) “Neither Market Nor Hierarchy: Network Forms of Organization”,
Research in Organizational Behavior, Vol. 12.
For the tutorial:
Riley, R.G., and Manias, E. (2006). Governance in operating room nursing: Nurses’ knowledge of
individual surgeons, Social Science & Medicine, 62: 1541-51.
Scholten G, Muijsers-Creemers L, Moen J, Bal R. (2018). Structuring ambiguity in hospital governance.
Int J Health Plann Mgmt, 1–15.
3
, 2023-2024, block 3 GW4008MV, Governance & Strategy
I. Rhodes – Understanding governance: Ten years on.
The paper reassesses the argument in Understanding Governance (1997). The first section summarizes where we are
now in the study of governance, reviewing briefly the key concepts of policy networks, governance, core executive,
hollowing out the state and the differentiated polity. The second section engages with my critics with the aim of
opening new directions of research. I concentrate on the key issues of: the context of policy networks, explaining
change and the role of ideas, the decline of the state, rescuing the core executive, and steering networks. Under each
heading, I sketch a decentred answer to the question of where we go from here. I argue the analysis of governance
should focus on beliefs, practices, traditions and dilemmas.
INTRODUCTION
Any suggestion that the links between political science and organizational studies lie only in history would
be misleading. My story starts with Understanding Governance in 1997. As a first step, I introduce the core
ideas in Understanding Governance: policy networks, governance, core executive, and hollowing out.
Policy networks
Policy networks: refers to sets of formal and informal institutional linkages between governmental and
other actors structured around shared interests in public policymaking and implementation. These
institutions are interdependent.
To this day, exchange theory lies at the heart of policy network theory. Thus, ‘an organization has
power, relative to an element of its task environment, to the extent that the organization has the
capacity to satisfy needs of that element and to the extent that the organization monopolises that
capacity’
Rhodes (1999) elaborates this idea:
a) Any organization is dependent upon other organizations for resources.
b) In order to achieve their goals, the organizations have to exchange resources.
c) Although decision-making within the organization is constrained by other organizations, the
dominant coalition retains some discretion. The appreciative system of the dominant coalition
influences which relationships are seen as a problem and which resources will be sought.
d) The dominant coalition employs strategies within known rules of the game to regulate the process
of exchange.
e) Variations in the degree of discretion are a product of the goals and the relative power potential of
interacting organizations. This relative power potential is a product of the resources of each
organization, of the rules of the game and of the process of exchange between organizations.
Governance
Governance: Kjaer (2004) distinguishes between governance in public administration and public policy,
governance in international relations, EU governance, governance in comparative politics, and good
governance as extolled by the World Bank.
I view governance wearing public administration and public policy spectacles and define it as follows:
1) Interdependence between organizations. Governance is broader than government, covering non-
state actors. Changing the boundaries of the state meant the boundaries between public, private
and voluntary sectors became shifting and opaque.
2) Continuing interactions between network members, caused by the need to exchange resources and
negotiate shared purposes.
3) Game-like interactions, rooted in trust and regulated by rules of the game negotiated and agreed
by network participants.
4) A significant degree of autonomy from the state. Networks are not accountable to the state; they
are self-organizing. Although the state does not occupy a privileged, sovereign position, it can
indirectly and imperfectly steer networks.
4
G&S Literature
Contents
Literature – Part 1: Governance.......................................................................................................................3
I. Rhodes – Understanding governance: Ten years on..................................................................................4
Policy networks.....................................................................................................................................4
Governance...........................................................................................................................................4
Core executive......................................................................................................................................5
Hollowing out.......................................................................................................................................5
How is governance defined and described?.........................................................................................9
What is the role of governance: what or whom is being ‘steered’ and how? What does this tell us. . .9
about what the concept of governance entails?...................................................................................9
II. Peters & Pierre – Developments in intergovernmental relations: towards multi-level governance.......11
Multi-level governance...........................................................................................................................11
How is governance defined and described?.......................................................................................12
What is the role of governance: what or whom is being ‘steered’ and how? What does this tell us. 12
about what the concept of governance entails?.................................................................................12
III. Lowndes & Sullivan – How low can you go? Rationales and challenges for neighbourhood governance.
.................................................................................................................................................................... 13
4 distinct rationales for neighbourhood governance..............................................................................13
4 ideal types for institutional design.......................................................................................................14
IV. Saltman & Bankauskaite – Conceptualizing decentralizing in European health systems.......................15
3 forms of decentralization.................................................................................................................15
The challenges for neighbourhood governance:.................................................................................17
V. Singleton – The promise of public health: vulnerable policy and lazy citizens........................................19
Ethical & Practical dilemmas of involving informal care givers for health and social care..................20
VI. Bochove et al. – Reconstructing the professional domain: boundary work of professionals and
volunteers in the context of social service reform......................................................................................21
Boundary work...................................................................................................................................21
The concept of boundary work to reflect on the consequences of involving informal care givers.....21
VII. Riley & Manias – Governance in operating room nursing: nurses’ knowledge of individual surgeons. 23
VIII. Scholten et al. – Structuring ambiguity in hospital governance...........................................................25
Literature – Part 2: Negotiation......................................................................................................................27
I. Fisher, Ury & Patton – Chapter 1: The Problem – Don’t bargain over positions......................................28
Positional bargaining..............................................................................................................................28
Critiques..............................................................................................................................................28
1
,2023-2024, block 3 GW4008MV, Governance & Strategy
Change the game....................................................................................................................................29
Principled negotiation / negotiation on the merits.............................................................................29
II. Fisher, Ury & Patton – Chapter 3: The Method – Focus on interests, not positions...............................32
How do you identify interests?...............................................................................................................32
Talking about interests...........................................................................................................................32
Literature – Part 3: Strategy...........................................................................................................................34
I. Mintzberg – Reconsidering the basic premises of strategic management...............................................35
II. Jarzabkowski et al. (2007) – Strategizing: the challenges of a practice perspective...............................38
III. Van Wijngaarden et al. (2010) – Strategic analysis for health care organizations: the suitability of the
SWOT analysis.............................................................................................................................................42
IV. Scholes (1998) – Chapter 10: Stakeholder mapping..............................................................................46
V. Johnson et al. (2010) – The ritualization of strategy workshops.............................................................51
VI. De Korne et al. (2012) – Hospital benchmarking: are U.S. eye hospitals ready?...................................54
VII. Spee & Jarzabkowski (2009) – Strategy tools as boundary objects.......................................................57
2
,2023-2024, block 3 GW4008MV, Governance & Strategy
Literature – Part 1: Governance
For lecture 1:
Mandatory literature:
Rhodes, R.A.W. (2007). Understanding governance: Ten years on. Organization Studies, 28 (8): 1243-64.
Peters, B. G., & Pierre, J. (2001). Developments in intergovernmental relations: towards multi-level
governance. Policy and Politics, 29(2): 131-136.
For lecture 2:
Mandatory literature:
• Lowndes, V., Sullivan, H. (2008). How low can you go? Rationales and challenges for neighbourhood
governance. Public Administration, 86(1): 53-74.
• Saltman, R.B., Bankauskaite, V. (2006). Conceptualizing decentralization in European health systems: A
functional perspective. Health Economics, Policy and Law, 1: 127-47.
• Singleton, V. (2005). The Promise of Public Health: Vulnerable Policy and Lazy Citizens. Environment
and Planning D: Society and Space 23: 771-786.
• Bochove, M. van, Tonkens, E., Verplanke, L., Roggeveen, S. (2016). Reconstructing the professional
domain: Boundary work of professionals and volunteers in the context of social service reform. Current
Sociology, 1-20
Background reading:
• Van der Woerd, O. et al (2023) “Regional network-building for complexity: A region-oriented policy
response to increasing and varied demands for older person care in the Netherlands”, Public
Administration, https://doi.org/10.1111/padm.12931
• Pages 295-305 in: Powell (1990) “Neither Market Nor Hierarchy: Network Forms of Organization”,
Research in Organizational Behavior, Vol. 12.
For the tutorial:
Riley, R.G., and Manias, E. (2006). Governance in operating room nursing: Nurses’ knowledge of
individual surgeons, Social Science & Medicine, 62: 1541-51.
Scholten G, Muijsers-Creemers L, Moen J, Bal R. (2018). Structuring ambiguity in hospital governance.
Int J Health Plann Mgmt, 1–15.
3
, 2023-2024, block 3 GW4008MV, Governance & Strategy
I. Rhodes – Understanding governance: Ten years on.
The paper reassesses the argument in Understanding Governance (1997). The first section summarizes where we are
now in the study of governance, reviewing briefly the key concepts of policy networks, governance, core executive,
hollowing out the state and the differentiated polity. The second section engages with my critics with the aim of
opening new directions of research. I concentrate on the key issues of: the context of policy networks, explaining
change and the role of ideas, the decline of the state, rescuing the core executive, and steering networks. Under each
heading, I sketch a decentred answer to the question of where we go from here. I argue the analysis of governance
should focus on beliefs, practices, traditions and dilemmas.
INTRODUCTION
Any suggestion that the links between political science and organizational studies lie only in history would
be misleading. My story starts with Understanding Governance in 1997. As a first step, I introduce the core
ideas in Understanding Governance: policy networks, governance, core executive, and hollowing out.
Policy networks
Policy networks: refers to sets of formal and informal institutional linkages between governmental and
other actors structured around shared interests in public policymaking and implementation. These
institutions are interdependent.
To this day, exchange theory lies at the heart of policy network theory. Thus, ‘an organization has
power, relative to an element of its task environment, to the extent that the organization has the
capacity to satisfy needs of that element and to the extent that the organization monopolises that
capacity’
Rhodes (1999) elaborates this idea:
a) Any organization is dependent upon other organizations for resources.
b) In order to achieve their goals, the organizations have to exchange resources.
c) Although decision-making within the organization is constrained by other organizations, the
dominant coalition retains some discretion. The appreciative system of the dominant coalition
influences which relationships are seen as a problem and which resources will be sought.
d) The dominant coalition employs strategies within known rules of the game to regulate the process
of exchange.
e) Variations in the degree of discretion are a product of the goals and the relative power potential of
interacting organizations. This relative power potential is a product of the resources of each
organization, of the rules of the game and of the process of exchange between organizations.
Governance
Governance: Kjaer (2004) distinguishes between governance in public administration and public policy,
governance in international relations, EU governance, governance in comparative politics, and good
governance as extolled by the World Bank.
I view governance wearing public administration and public policy spectacles and define it as follows:
1) Interdependence between organizations. Governance is broader than government, covering non-
state actors. Changing the boundaries of the state meant the boundaries between public, private
and voluntary sectors became shifting and opaque.
2) Continuing interactions between network members, caused by the need to exchange resources and
negotiate shared purposes.
3) Game-like interactions, rooted in trust and regulated by rules of the game negotiated and agreed
by network participants.
4) A significant degree of autonomy from the state. Networks are not accountable to the state; they
are self-organizing. Although the state does not occupy a privileged, sovereign position, it can
indirectly and imperfectly steer networks.
4
