Changing institutional features of networks
Within public administration and policy sciences the concept of policy networks nowadays is well accepted. Not much attention has been paid so far to strategies aimed at institutional design. Therefore, in this article, we develop a conceptual framework to study institutional design more thoroughly. We do this by specifying the nature and variety of institutional rules that guide the behaviour of actors within networks. Given this categorization of rules, we identify possible strategies to change network rules. Next, we focus on the strategic context of attempts to influence the nature of institutional rules: the process of institutional design. We conclude with suggestions to apply the conceptual framework to empirical research into the forms, impacts and implications of attempts to change the institutional features of policy networks.
|Keywords||complex decision making, institutional design, institutions, network management, networks, public governance, public management, public sector, rules|
|Persistent URL||dx.doi.org/10.1080/14719030500518915, hdl.handle.net/1765/11550|
|Journal||Public Management Review: an international journal of research and theory|
Klijn, E-H, & Koppenjan, J.F.M. (2006). Institutional Design. Public Management Review: an international journal of research and theory, 8(1), 141–160. doi:10.1080/14719030500518915