Cooperative Governance and Local Economic Development in Selected Small Towns: A Case Study of the Western Cape Province, South Africa

封面

如何引用文章

全文:

详细

This article reports on a study based on cooperative governance and Local Economic Development (LED) in selected small towns in the Western Cape Province. The dearth of an integrative institutional framework to promote collaborative participation negatively influences local municipalities’ ability to successfully manage LED cooperatively with relevant stakeholders. Promoting such inclusive representation and participation of all relevant stakeholders provides a viable and complementary alternative to the traditional bureaucratic governance mechanism. The study investigated the specific factors involved in designing and implementing cooperative governance for LED in selected, comparable municipalities in the Western Cape. Specifically, the study aims to determine the push and pull factors for the successful functioning of cooperative governance aimed at promoting LED in those municipalities. Data were collected through three data collection instruments, namely, document review, interviews, and focus group discussions. The document review is complemented by data from interviews and focus groups discussion. The study contributes to the body of knowledge on cooperative governance by identifying the specific cooperative governance factors, enabling the efficacy and governance of LED in small towns, aimed at positively influencing municipalities’ ability to successfully manage LED cooperatively with relevant stakeholders. An in-depth understanding of the relationship and dynamics of these variables helps to offer recommendations as to how to improve the management and responsiveness to socio-economic concerns within the municipalities through improved LED governance.

作者简介

Richard Kamara

Stellenbosch University

编辑信件的主要联系方式.
Email: dougrichy@gmail.com
ORCID iD: 0000-0003-1153-9215

PhD

Stellenbosch, Western Cape, South Africa, 7602

参考

  1. Nel E. Local Economic Development: A Review and Assessment of its Current Status in South Africa. Urban studies. 2001;38(7):1003-1024.
  2. Nel E.L., Hill T.R., Goodenough C. Multi-stakeholder Driven Local Economic Development: Reflections on the Experience of Richards Bay and the uMhlathuze Municipality. Urban Forum Springer Netherlands. 2007;18(2):31-47.
  3. Beyer A., Claire P., Anita S. The Role of Participation and Partnerships in Local Economic Development in Africa. New York: New York University’s Robert Wagner Graduate School of Public Service; 2003.
  4. Kamara R.D. Capacity Building for Local Economic Development: An Evaluation of Training Initiatives in the Cape Winelands District. Diss. Nelson Mandela: Metropolitan University; 2015.
  5. Phago K. Reengineering and Rethinking Municipal Service Delivery Through Local Economic Development (LED) Initiatives. Conference Paper presented at the 5th annual conference of SAAPAM held in Port Elizabeth; 2004.
  6. Seduma M.P. The Impact of Local Economic Development on the Livelihood of Communities in Ba-Phalaborwa Municipality. Mopani District, Limpopo Province: South Africa; 2011.
  7. Hofisi C. Scoring Local Economic Development Goals in South Africa: Why Local Government is Failing to Score. Mediterranean Journal of Social Sciences. 2013;4(13):591-595.
  8. Bristow G., Adrian H. Building Resilient Regions: Complex Adaptive Systems and the Role of Policy Intervention. Raumforschung und Raumordnung. 2014;72(2):93-102.
  9. World Bank Increasing the Effectiveness of Multi-stakeholder Initiatives through Active Collaboration. In Governance Working Paper WP1314. World Bank Publications; 2014.
  10. Adger W.N. Social and Ecological Resilience: Are They Related?. Progress in Human Geography. (2000); 24(3):347-364.
  11. Hill E., Howard W., Harold W. Exploring Regional Economic Resilience. Working paper No. 04; 2008. doi: 10.13140/RG.2.1.5099.4000
  12. Chen B. Antecedents or Processes? Determinants of Perceived Effectiveness of Interorganizational Collaborations for Public Service Delivery. International Public Management Journal. 2010;13(4):381-407.
  13. Ales M.W. Developing and Implementing an Effective Framework for Collaboration: The Experience of the CS2day Collaborative. Journal of Continuing Education in the Health Professions. 2011;13(1):13-20.
  14. Bryson J.M., Barbara C.C., Melissa M.S. Designing and Implementing Cross-sector Collaborations: Needed and Challenging. Public Administration Review. 2015;75(5):647-663.
  15. Olson C.A., Jann T.B., George C.M. Factors Contributing to Successful Interorganizational Collaboration: The Case of CS2day. Journal of Continuing Education in the Health Professions. 2011;31(1):3-12.
  16. Franco M. Determining Factors in the Success of Strategic Alliances: an Empirical Study Performed in Portuguese Firms. European Journal of International Management. 2011;5(6):608-632.
  17. Emerson K., Tina N., Stephen B. An Integrative Framework for Collaborative Governance. Journal of Public Administration Research and Theory. 2021;22(1):1-29.
  18. O’Leary R., Yujin C., Catherine M.G. The Skill Set of the Successful Collaborator. Public Administration. 2012;72(1):70-83.
  19. Kożuch B., Katarzyna S. Factors of Effective Inter-organizational Collaboration: a Framework for Public Management. Transylvanian Review of Administrative Sciences. 2016;47(4):97-155.
  20. Ysa Tamyko., Vicenta S., Marc E. Determinants of Network Outcomes: The Impact of Management Strategies. Public Administration. 2014;92(3):636-655.
  21. Dhanpat N., René V.W., Debbie R. Validation of the Thomson, Perry and Miller (2007) Collaboration Instrument in the South African Context. SA Journal of Human Resource Management. 2017;15(1):1-11.
  22. Thomson A.M., James L.P., Theodore K.M. Linking Collaboration Processes and Outcomes: Foundations for Advancing Empirical Theory. Big Ideas in Collaborative Public Management. Routledge; 2014:107-130.
  23. Kamara R.D. Creating Enhanced Capacity for Local Economic Development (LED) through Collaborative Governance in South Africa. Socio Economic Challenges. 2017;1(3):98-115.
  24. Provan K.G., Patrick K. Modes of Network Governance: Structure, Management, and Effectiveness. Journal of Public Administration Research and Theory. 2018;18(2):229-252.
  25. Bryson J.M., Barbara C.C., Melissa M.S. The Design and Implementation of Cross-Sector Collaborations: Propositions from the Literature. Public Administration Review. 2006;66(1):44-55.
  26. Davies B. Communities of Practice: Legitimacy not Choice. Journal of Sociolinguistics. 2005;9(4):557-581.
  27. Babbie E., Johann M. The Practice of Social Research: South African Edition. Cape Town: Oxford University Press Southern Africa; 2001.
  28. Denzin N.K., Lincoln Y.S. Introduction: The Discipline and Practice of Qualitative Research. Strategies of Qualitative inquiry Sage Publications. 2008;1:1-43.
  29. Esterberg K.G. Qualitative Methods in Social Research. Boston, Texas: McGrawn Hill Companies; 2002.
  30. Jones S.R. (Re) Writing the Word: Methodological Strategies and Issues. Qualitative Research. Journal of College Student Development. 2002;43(4):461-473.
  31. O’leary R., Nidhi V. Collaborative Public Management: Where Have We Been and Where Are We Going? The American Review of Public Administration. 2021;42(5):(2)507-522.
  32. Eden C., Chris H. The Negotiation of Purpose in Multi-organizational Collaborative Groups. Journal of Management Studies. 2001;38(3):373-391.
  33. Mattessich P.W., Barbara R.M. Collaboration: What Makes it Work. A Review of Research Literature on Factors Influencing Successful Collaboration. Amherst H. Wilder Foundation, 919 Lafond, St. Paul, MN 55104; 1992.
  34. Mattessich P.W., Marta M., Barbara R.M. The Wilder Collaboration Factors Inventory: Assessing your Collaboration’s Strengths and Weaknesses. Fielstone Alliance; 2001.
  35. Coe B.A. Open Focus: Implenenting Projects in Multi-organizational Settings. International Journal of Public Administration. 1988;11(4):503-526.
  36. Hardy B., Adrian T., Gerald W. Innovations in Community Care Management: Minimising Vulnerability. Aldershot, England: Brookfield, Vt.: Ashgate Publishing; 1992.
  37. Cepiku D. Network Performance: Toward a Dynamic Multidimensional Model. Network Theory in the Public Sector. 2013;1:188-204.
  38. Agranoff R., Michael M. Big Questions in Public Network Management Research. Journal of Public Administration Research and Theory. 2001;11(3):295-326.
  39. Crosby B.C., John M.B. A Leadership Framework for Cross-sector Collaboration. Public Management Review. 2005;7(2):177-201.
  40. Vangen S., Diamond J., Keynes M. Researching Leadership for Collaborative Advantage. Methdological Challenges in Collective Leadership Research. NY: 3rd Collective leadership workshop; 2016.
  41. Ospina S., Georgia S. A Constructionist Lens on Leadership: Charting New Territory. The Quest for a General Theory of Leadership. 2006;1:188-204.
  42. Ospina S.M., Angel S. Paradox and Collaboration in Network Management. Administration & Society. 2010;42(4):404-440.
  43. Huxham C., Siv V. Working Together: Key Themes in the Management of Relationships Between Public and Non-profit Organizations. International Journal of Public Sector Management. 1996;9(7):5-17.
  44. Huxham C., Siv V. Managing to Collaborate: The Theory and Practice of Collaborative Advantage. Routledge; 2013.
  45. Keast R., Myrna P.M. A Composite Theory of Leadership and Management: Process Catalyst and Strategic Leveraging - Theory of Deliberate Action in Collaborative Networks. Network Theory in the Public Sector. Routledge; 2013.
  46. Bolden R. What is Leadership? Centre for Leadership Studies: University of Exeter; 2004.
  47. Kickert W.J., Erik-Hans K., Joop F.Ko., et. al. Managing Complex Networks: Strategies for the Public Sector. Sage; 1997.
  48. Cepiku D., Filippo G. Co-Production in Developing Countries: Insights from the Community Health Workers Experience. Public Management Review. 2014;16(3):317-340.
  49. Provan K.G., Patrick K. Modes of Network Governance: Structure, Management, and Effectiveness. Journal of Public Administration Research and Theory. 2008;18(2):229-252.
  50. Klijn E., Jurian E., Bram S. Trust in Governance Networks: Its Impacts on Outcomes. Administration & Society. 2010;42(2):193-221.
  51. McGuire M. Managing Networks: Propositions on what Managers Do and why They Do It. Public Administration Review. 2002;62(5):599-609.
  52. Agranoff R. Collaborating to Manage: A Primer for the Public Sector. Georgetown University Press; 2012.
  53. Koppenjan J., Erik-Hans K. What Can Governance Theory Learn from Complexity Theory? Mirroring Two Perspectives. Routledge; 2013.
  54. Pethe A., Sahil G., Vaidehi T. Assessing the Mumbai Metropolitan Region: A Governance Perspective. Economic and Political Weekly. 2011;46(26-27):187-195.
  55. O’Toole L.J., Kenneth J.M. Public Management in Intergovernmental Networks: Matching Structural Networks and Managerial Networking. Journal of Public Administration Research and Theory. 2004;14(4):469-494.
  56. Sørensen E., Jacob T. Introduction: Collaborative Innovation in the Public Sector. The Innovation Journal. 2012;17(1):1-14.
  57. Sørensen E., Jacob T. Enhancing Public Innovation through Collaboration, Leadership and New Public Governance. New Frontiers in Social Innovation Research. London: Palgrave Macmillan; 2015.
  58. Raab J., Patrick K. Heading toward a Society of Networks: Empirical Developments and Theoretical Challenges. Journal of Management Inquiry. 2009;18(3):198-210.
  59. Lewis V.A., et al. The New Frontier of Strategic Alliances in Health Care: New Partnerships under Accountable Care Organizations. Social Science & Medicine. 2017;190:1-10.
  60. Liu T., Chia-Chen K. Reducing Agency Problem and Improving Organizational Value-Based Decision-Making Model of Inter-Organizational Strategic Alliance. Computational Economics: A Perspective from Computational Intelligence. IGI Global. 2006;1:290-307.
  61. Gazley B., Jeffrey L.B. The Purpose (and Perils) of Government-nonprofit Partnership. Nonprofit and Voluntary Sector Quarterly. 2007;36(3):389-415.
  62. Kucharska W. Relationships between Trust and Collaborative Culture in the Context of Tacit Knowledge Sharing. Journal of Entrepreneurship, Management and Innovation. 2017;13(4):61-78.
  63. Martín-Rodríguez L.San, et al. The Determinants of Successful Collaboration: A Review of Theoretical and Empirical Studies. Journal of Interprofessional Care. 2005;19(1):132-147.
  64. Klijn E., Bram S., Jurian E. The Impact of Network Management on Outcomes in Governance Networks. Public Administration. 2010;88(4):1063-1082.

补充文件

附件文件
动作
1. JATS XML
下载


Creative Commons License
此作品已接受知识共享署名 4.0国际许可协议的许可

Согласие на обработку персональных данных с помощью сервиса «Яндекс.Метрика»

1. Я (далее – «Пользователь» или «Субъект персональных данных»), осуществляя использование сайта https://journals.rcsi.science/ (далее – «Сайт»), подтверждая свою полную дееспособность даю согласие на обработку персональных данных с использованием средств автоматизации Оператору - федеральному государственному бюджетному учреждению «Российский центр научной информации» (РЦНИ), далее – «Оператор», расположенному по адресу: 119991, г. Москва, Ленинский просп., д.32А, со следующими условиями.

2. Категории обрабатываемых данных: файлы «cookies» (куки-файлы). Файлы «cookie» – это небольшой текстовый файл, который веб-сервер может хранить в браузере Пользователя. Данные файлы веб-сервер загружает на устройство Пользователя при посещении им Сайта. При каждом следующем посещении Пользователем Сайта «cookie» файлы отправляются на Сайт Оператора. Данные файлы позволяют Сайту распознавать устройство Пользователя. Содержимое такого файла может как относиться, так и не относиться к персональным данным, в зависимости от того, содержит ли такой файл персональные данные или содержит обезличенные технические данные.

3. Цель обработки персональных данных: анализ пользовательской активности с помощью сервиса «Яндекс.Метрика».

4. Категории субъектов персональных данных: все Пользователи Сайта, которые дали согласие на обработку файлов «cookie».

5. Способы обработки: сбор, запись, систематизация, накопление, хранение, уточнение (обновление, изменение), извлечение, использование, передача (доступ, предоставление), блокирование, удаление, уничтожение персональных данных.

6. Срок обработки и хранения: до получения от Субъекта персональных данных требования о прекращении обработки/отзыва согласия.

7. Способ отзыва: заявление об отзыве в письменном виде путём его направления на адрес электронной почты Оператора: info@rcsi.science или путем письменного обращения по юридическому адресу: 119991, г. Москва, Ленинский просп., д.32А

8. Субъект персональных данных вправе запретить своему оборудованию прием этих данных или ограничить прием этих данных. При отказе от получения таких данных или при ограничении приема данных некоторые функции Сайта могут работать некорректно. Субъект персональных данных обязуется сам настроить свое оборудование таким способом, чтобы оно обеспечивало адекватный его желаниям режим работы и уровень защиты данных файлов «cookie», Оператор не предоставляет технологических и правовых консультаций на темы подобного характера.

9. Порядок уничтожения персональных данных при достижении цели их обработки или при наступлении иных законных оснований определяется Оператором в соответствии с законодательством Российской Федерации.

10. Я согласен/согласна квалифицировать в качестве своей простой электронной подписи под настоящим Согласием и под Политикой обработки персональных данных выполнение мною следующего действия на сайте: https://journals.rcsi.science/ нажатие мною на интерфейсе с текстом: «Сайт использует сервис «Яндекс.Метрика» (который использует файлы «cookie») на элемент с текстом «Принять и продолжить».