Conclusions : Intergovernmental Relations: Merits and Limits of the Policy-Focused Approach
(2024) In Palgrave Studies in Sub-National Governance Part F3261. p.207-216- Abstract
Our book has taken a distinctive, policy-oriented approach to IGR in analysing both specific crisis-driven problems and new, longer-term, and emerging policy issues confronting European governments. We have explored the shifting balances of power within IGR systems focused on the challenges of vertical and horizontal coordination within cross-country, comparative perspectives. In order to position the country cases and policy issues analytically, we have developed an IGR typology (see Laffin et al., in this volume) that distinguishes between three types of policy processes (centralized, conflicted, and multi-layered). The authors were requested to apply this typology in their studies and consider crises and new policy issues which have... (More)
Our book has taken a distinctive, policy-oriented approach to IGR in analysing both specific crisis-driven problems and new, longer-term, and emerging policy issues confronting European governments. We have explored the shifting balances of power within IGR systems focused on the challenges of vertical and horizontal coordination within cross-country, comparative perspectives. In order to position the country cases and policy issues analytically, we have developed an IGR typology (see Laffin et al., in this volume) that distinguishes between three types of policy processes (centralized, conflicted, and multi-layered). The authors were requested to apply this typology in their studies and consider crises and new policy issues which have tested the stability and functionality of IGR systems. A crisis is “commonly identified as an extraordinary situation, which results in escalated but temporal instability and uncertainty compared to the pre-existing status quo” (see Wojtowicz, in this volume; Sahin-Mencutek et al., 2022). Crises are challenging. But are they necessarily catalysts for change? Especially in the realm of historically grounded IGR? After all, changes do not occur all at once but rather in stages, or phases, according to various models and theories developed to put transitions into (a temporal) perspective. A classic and well-known example is Kurt Lewin’s change management model (1947) that divides the process of organizational change into the stages of unfreeze—change (or transition)—refreeze. A more recent example is Normalization Process Theory (NPT) in which coherence, cognitive participation, collective action, and reflexive monitoring are the four phases through which innovations are embedded and integrated (May et al., 2020). Of course, these stages and phases should be seen as iterative and interconnected in practice, rather than in a linear form as they are usually presented.
(Less)
- author
- Wayenberg, Ellen ; Kuhlmann, Sabine LU ; Laffin, Martin and Bergström, Tomas LU
- organization
- publishing date
- 2024
- type
- Chapter in Book/Report/Conference proceeding
- publication status
- published
- subject
- host publication
- Palgrave Studies in Sub-National Governance
- series title
- Palgrave Studies in Sub-National Governance
- volume
- Part F3261
- pages
- 10 pages
- publisher
- Palgrave Macmillan
- external identifiers
-
- scopus:85202018910
- ISSN
- 2523-8248
- 2523-8256
- DOI
- 10.1007/978-3-031-61790-4_11
- language
- English
- LU publication?
- yes
- id
- a3ad880b-c630-480e-8f7d-d770bc033377
- date added to LUP
- 2024-10-31 14:25:09
- date last changed
- 2025-07-25 14:06:51
@inbook{a3ad880b-c630-480e-8f7d-d770bc033377,
abstract = {{<p>Our book has taken a distinctive, policy-oriented approach to IGR in analysing both specific crisis-driven problems and new, longer-term, and emerging policy issues confronting European governments. We have explored the shifting balances of power within IGR systems focused on the challenges of vertical and horizontal coordination within cross-country, comparative perspectives. In order to position the country cases and policy issues analytically, we have developed an IGR typology (see Laffin et al., in this volume) that distinguishes between three types of policy processes (centralized, conflicted, and multi-layered). The authors were requested to apply this typology in their studies and consider crises and new policy issues which have tested the stability and functionality of IGR systems. A crisis is “commonly identified as an extraordinary situation, which results in escalated but temporal instability and uncertainty compared to the pre-existing status quo” (see Wojtowicz, in this volume; Sahin-Mencutek et al., 2022). Crises are challenging. But are they necessarily catalysts for change? Especially in the realm of historically grounded IGR? After all, changes do not occur all at once but rather in stages, or phases, according to various models and theories developed to put transitions into (a temporal) perspective. A classic and well-known example is Kurt Lewin’s change management model (1947) that divides the process of organizational change into the stages of unfreeze—change (or transition)—refreeze. A more recent example is Normalization Process Theory (NPT) in which coherence, cognitive participation, collective action, and reflexive monitoring are the four phases through which innovations are embedded and integrated (May et al., 2020). Of course, these stages and phases should be seen as iterative and interconnected in practice, rather than in a linear form as they are usually presented.</p>}},
author = {{Wayenberg, Ellen and Kuhlmann, Sabine and Laffin, Martin and Bergström, Tomas}},
booktitle = {{Palgrave Studies in Sub-National Governance}},
issn = {{2523-8248}},
language = {{eng}},
pages = {{207--216}},
publisher = {{Palgrave Macmillan}},
series = {{Palgrave Studies in Sub-National Governance}},
title = {{Conclusions : Intergovernmental Relations: Merits and Limits of the Policy-Focused Approach}},
url = {{http://dx.doi.org/10.1007/978-3-031-61790-4_11}},
doi = {{10.1007/978-3-031-61790-4_11}},
volume = {{Part F3261}},
year = {{2024}},
}