Enacting intermunicipal strategy: Multi-tranche strategizing in governance networks

Entering into interorganizational collaborations is one approach to handling the complex challenges faced by the public sector (Eriksson et al., 2020; Poister et al., 2013; Roberts, 2000; Torfing, 2019). Such collaborations often take the form of governance networks (Torfing, 2012). While attention has been paid to aspects such as network governance (Klijn, 2008; Sørensen & Torfing, 2017, 2009), structure, management (Provan & Kenis, 2008), democratic legitimacy (Klijn & Skelcher, 2007; Sørensen & Torfing, 2005), and efficiency (Provan & Kenis, 2008; Wang, 2016), little has been written on how the participants in a governance network conduct strategic work. Therefore, this thesis aims to explore how strategy is conceptualized and enacted within the context of municipal governance networks. This study leans on the strategy-as-practice (SAP) perspective (Golsorkhi et al., 2015; Jarzabkowski et al., 2016; Reckwitz, 2002; Whittington, 1996) to explore the empirical context of a governance network (Torfing, 2012) tasked with helping the participating municipalities with digital transformation. Within the SAP perspective, strategy refers to the consequential activities performed to move an organization in a certain direction, whereas strategizing refers to how these activities are produced (Golsorkhi et al., 2015; Jarzabkowski et al., 2007; Jarzabkowski et al., 2021; Jarzabkowski & Spee, 2009). In addition, the concepts of open strategy (Hautz et al., 2017; Seidl et al., 2019; Whittington et al., 2011) and interorganizational strategizing (De Gooyert et al., 2019) are used to inform the strategy work conducted, augmented by literature on organizational motivations (De Gooyert et al., 2019; Hautz et al., 2019; Seidl et al., 2019), the enticement of individuals (Brabham, 2010; Dahlander et al., 2019; Dahlander & Piezunka, 2014; Seltzer & Mahmoudi, 2013), democratic legitimacy (Mosley & Wong, 2020; Papadopoulos & Warin, 2007; Scharpf, 1999; Schmidt, 2012), organizational legitimacy (Deephouse et al., 2017; Suchman, 1995), and strategy implementation (Friesl et al., 2020; Weiser et al., 2020) to discern empirical nuances. A pragmatic research paradigm (Kaushik & Walsh, 2019; Morgan, 2014; Pansiri, 2005; Powell, 2001) is adopted in an effort to identify real-world challenges faced when enacting strategy in a governance network, as identified – either directly or indirectly – by the stakeholders themselves. A case study with an abductive approach (Blaikie, 2009; Dubois & Gadde, 2002; Gerring, 2004; Yin, 2003) is conducted on the governance network Digi Rogaland. Additionally, data are collected from three of the participating municipalities to explore how they relate to the network and work to enact the network strategy. Qualitative methods are used, and the empirical material consists of interviews, observations, and documents. Analysis is conducted through a reflexive process (Alvesson & Sköldberg, 2018; Alvesson & Kärreman, 2007). The findings first identify a desire and need to entice municipalities to participate in interorganizational strategizing (Article 1). This is achieved using financial, structural, and nonfinancial mechanisms to promote adherence and lock the participants into the network, thus allowing for standardizations across municipal borders. Second, the analysis identifies a legitimacy gap between stakeholders directly involved in the network and those only indirectly affected (Article 2). Directly involved stakeholders view the network as a necessity, whereas indirectly affected stakeholders are mainly indifferent or, in some cases, opposed to participation. Third, challenges in enacting a network strategy are identified, which require balancing acts (Article 3). These are ambiguously balanced against clarity in strategy conceptualization, the use of coercion against voluntary participation, the choice of concentrating or distributing decision-making power, and the selection of a top-down or bottom-up approach to coordination. The overarching analysis reveals that, when viewed from the SAP perspective, the network strategy is not enacted in the sense that no consequential activities for moving in the strategic direction of the network can be identified within the municipalities. This study finds that strategizing mainly occurs within the network, while strategizing to bridge between the network and municipalities is left to the municipalities themselves. However, this strategizing is not achieved. Possible explanations include a lack of legitimacy, limited inclusion and transparency with a top-down perspective on strategy, and different organizational interests and capabilities. This thesis contributes to theoretical and empirical knowledge by identifying strategic practices with a top-down perspective – an approach that does not conform with the ideals of openness and collaboration in governance networks. The analysis indicates the need to engage in multi-tranche strategizing in order to enact strategy in the participating municipal organizations. To sufficiently enact a strategy, strategizing is necessary not only in the network and municipal tranches but also in the interplay between these sets of stakeholders. Furthermore, the analysis identifies differences in underlying assumptions in the applied theoretical frameworks, including differences in legitimacy, participation, and transparency. Suggested avenues of future research include empirical studies of open strategy principles applied in public organizations, such as the selection of participants, the distribution of decision-making power, and the dissemination of information

IT outsourcing governance: a conceptual framework for theory and practice

The objective of this study is to improve our understanding of IT Outsourcing Governance, which has become an increasingly significant topic in recent years. In order to gain an understanding of this topic, an extensive literature review was performed and analyzed with argument mapping. The data yielded from the argument maps was used to create a comprehensive framework for IT Outsourcing Governance. What resulted was a new conceptualization of IT Outsourcing Governance, focused not only on governance structures and decision rights, but also on relationship management. This conceptualization not only provides a better understanding, but also presents a sharp contrast to the traditional view of IT Governance in which relationship management is not a major factor. In addition to the argument maps, a social representations survey was performed in order to elicit differences in the conceptualization of IT Outsourcing Governance between academics and practitioners. The results of the survey were used to perform a core/periphery analysis, which identified core and peripheral concepts used by academics and practitioners when discussing IT Outsourcing Governance. The core topics identified show a high degree of overlap with the dimensions of the framework previously developed. Finally, a review of existing technologies developed specifically to manage outsourcing arrangements (Outsourcing Relationship Management Tools) was performed in order to better understand the alignment between technology and management practices. This analysis showed that the features of Outsourcing Relationship Management tools seem to be misaligned with the duties and responsibilities of people in charge of the day-to-day management of the client-vendor relationship. The contribution of this research lies in advancing our understanding of IT Outsourcing Governance by providing a framework and new definition for this concept, along with a new theoretical lens to understand the evolution of relationships into partnerships. Additionally, this study augments the tools available to researchers by introducing argument mapping, a seldom-used technique for discourse analysis that proved to be very effective for eliciting relevant dimensions related to IT Outsourcing Governance from a literature review

Performance measurement and management: a system of systems perspective

Despite changes in tools and practices, the conceptual foundations of performance measurement and management (PMM) are still predominantly rooted in control systems research. While PMM approaches have delivered significant organisational benefits, including creating alignment, supporting monitoring and control, and enabling prediction and optimisation of resource allocation, this paper argues that this paradigm is not capable of responding to increasingly complex and highly uncertain organisational environments. Drawing on ideas emerging in the literature on systems engineering and complex systems, we propose a novel perspective that considers PMM from a ‘system of systems’ (SoS) point of view, whose essential characteristics are autonomy, belonging, connectivity, diversity and emergence. After identifying the assumptions underpinning existing PMM approaches, we outline a SoS-based paradigm to PMM and conclude by articulating the main implications for the practice of PMM and setting out a research agenda

New economy : assessment of the institutionalization of an emerging paradigm and academic field through inquiry into prominent boundary organizations

It is increasingly acknowledged that in order to reach global and regional sustai nabi l ity goals, economic growth and consumption levels in wealthy developed nations will need to stabilize or reverse. Organizations and projects of a wide variety have emerged and expanded to take on this challenge, and shape the so-called, new economy . The purpose of this research is to gain a clearer picture of the impacts of efforts to develop a shared new-economy knowledge framework on the broader sustai nabi l ity conversation, and to assess the intellectual institutionalization of same. This thesis focuses in on the influence of four U.S.-based organizations with missions centered on developing and promoting a new economy as a solution to intertwined systems-level crises. Data was collected through interviews of nine individuals affiliated with new economy organizations via telephone using a semi-standard questionnaire. Analysis showed a paradigm, rooted in decades-old economic ideas, emerging but underdeveloped. To date, it has not had any noticeable influence on mainstream sustai nabi l ity discourse or dominant economic thinking, and remains politically irrelevant. Recent events present the thrust for a scaling-up of efforts to fully-develop the theoretical framework, a viable model, and proceed with steps to further institutionalize the field. Strategic action, including a concerted branding and messaging effort, and improved coordination with outside groups is recommended so that the paradigm can progress with institutionalization, and garner increased funding and popular relevancy

The creative city conceptualization and the UCCN

The creative city concept is one that has been applied and transferred across many urban centres’ cultural policy. In its adaptation by the UNESCO Creative Cities Network (UCCN), a recognized global institution, the concept attains another level of status as a transnational mobile policy, influencing the shaping of cultural governance in its participating Member Cities. This paper explores the UCCN’s interpretation of the creative city concept by analyzing the ‘UCCN Call for Applications 2021: Application Form’, in order to discuss how neoliberalism, both embodied by the concept and processes of neoliberal governance shaping the organization, have implications within the city. It is found that the ‘Creative Fields’ proposed by the UCCN, holding the embedded values of entrepreneurial governance, do not make for sustainable urban cultural policy. In turn, entrepreneurial governance (embodying neoliberal values), adopted by global institutions has the ability to reproduce power dynamics and hierarchies existing as a result of market structures. This translates in policy implementations within the city, the narratives that the Network proposes obscuring these dynamics

Letting the Brain Speak for itself

Metaphors of Computation and Information tended to detract attention from the intrinsic modes of neural system functions, uncontaminated by the observer's role for collection and interpretation of experimental data. Recognizing the self-referential mode of function, and the propensity for self-organization to critical states requires a fundamental re-orientation with emphasis on the conceptual approaches of Complex System Dynamics. Accordingly, local cooperative processes, intrinsic to neural structures and of fractal nature, call for applying Fractional Calculus and models of Random Walks in Theoretical Neuroscience studies

Postcards From “the Edge”: Toward Futures of Design for Sustainability Transitions

El campo del diseño para la sostenibilidad ha evolucionado considerablemente en las últimas décadas. Sus inicios se caracterizaron por abordar problemas individuales de forma aislada, con una predisposición principalmente optimista desde el punto de vista tecnológico y un enfoque en la innovación incremental de productos. Actualmente, “el borde” del campo se ocupa estratégicamente de problemas sistémicos a largo plazo, con un enfoque en el bienestar humano y el ecosistema. Esta evolución se ha alineado y ha sido parcialmente influenciada por la emergencia de la ciencia de la sostenibilidad y las innovaciones de sistemas y las teorías de las transiciones, así como por el avance científico que apunta a la creciente urgencia de la acción. Este artículo presenta una visión general del surgimiento del Diseño para la Transición, analiza el estado actual de la teoría y la práctica, y proporciona sugerencias para el avance teórico y práctico del campo.The design for sustainability field has evolved considerably over the past few decades. Its early beginnings were marked by addressing single issues in isolation, with a primarily technologically optimistic predisposition and a focus on incremental product innovation. Currently, “the edge” of the field strategically deals with systemic issues in the longer term, with a focus on human and ecosystem well-being. This evolution has been aligned with and partly influenced by the emergence of sustainability science, and system innovations and transitions theories, as well as scientific advancement pointing to the increasing urgency of action. This article presents an overview of the emergence of Transition Design, discusses the current status of theory and practice, and provides pointers for the theoretical and practical advancement of the field.O campo do design para a sustentabilidade evolucionou consideravelmente nas últimas décadas. Seus inícios se caracterizaram pela abordagem de problemas individuais de modo isolado, com uma predisposição principalmente optimista desde o ponto de vista tecnológico e um enfoque na inovação progressiva de produtos. Atualmente, o limite do campo ocupa-se estrategicamente de problemas sistêmicos ao longo prazo, com um enfoque no bem-estar humano e o ecossistema. Esta evolução se alinhou e foi parcialmente influenciada pela emergência da ciência da sustentabilidade e as inovações de sistemas e as teorias das transições, assim como pelo avanço científico que aponta á crescente urgência da ação. Este artigo apresenta uma visão geral do surgimento do Design para a Transição, analisa o estado atual da teoria e a prática y faz sugestões para o avanço teórico e prático do campo.&nbsp

O4OA Specification

This document is the reference ontology specification for the Ontology for Ontological Analysis (O4OA) version 2.6.This work has been developed under the project Digital Knowledge Graph – Adaptable Analytics API with the financial support of Accenture LTD, the Generalitat Valenciana through the CoMoDiD project (CIPROM/2021/023), the Spanish State Research Agency through the DELFOS (PDC2021-121243-I00) and SREC (PID2021-123824OB-I00) projects, MICIN/AEI/10.13039/501 100011033 and co-financed with ERDF and the European Union Next Generation EU/PRTR.Franco Martins Souza, B.; Guizzardi, R.; Pastor López, O. (2023). O4OA Specification. http://hdl.handle.net/10251/19672

Microfoundations in the strategic management of technology and innovation : Definitions, systematic literature review, integrative framework, and research agenda

While innovations and new technologies are often pivotal to the long-term prosperity of firms, such firm-level outcomes emerge from the actions and interactions of organizational members who develop innovations and use new technologies. The “microfoundations movement” seeks to understand how micro-level (e.g., individual) actions and interactions lead to macro-level (e.g., organizational) outcomes and mediate relations between macro-level variables. Although the movement has grown tremendously over the last decade, it has yet to deeply pervade the domain of strategic technology and innovation management. Due to its tremendous growth, it is quite fragmented and dispersed, which impedes the identification of the most promising opportunities for future research. To overcome this problematic situation, we conduct a systematic literature review of existing research on microfoundations in the strategic management of technology and innovation, synthesize it into an integrative framework, and chart promising paths for future research. Specifically, we apply a multi-coder, multi-step approach, identify 87 relevant articles published in 23 leading academic journals over the period from 2003 to 2022, and propose a research agenda comprising more than 20 promising avenues for future research based on the resulting insights. These findings have important implications for the academic literature and management practice.© 2022 The Author(s). Published by Elsevier Inc. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).fi=vertaisarvioitu|en=peerReviewed