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dc.contributor.authorTrondal, Jarle
dc.contributor.authorAnsell, Christopher
dc.date.accessioned2018-02-13T11:49:55Z
dc.date.available2018-02-13T11:49:55Z
dc.date.created2017-11-20T11:02:02Z
dc.date.issued2017
dc.identifier.citationPerspectives on Public Management & Governance (PPMG). 2017, 1-15.nb_NO
dc.identifier.issn2398-4929
dc.identifier.urihttp://hdl.handle.net/11250/2484360
dc.description.abstractThis article sets out three ambitions: First, it argues in favor of adopting “turbulence” as a conceptual device for understanding governance in times of dynamic interactive change. Second, the article distinguishes three types of turbulence: turbulent environments, turbulent organizations and turbulence of scale. These three types highlight different sources and dynamics of turbulence. Third, the article outlines an organizational-institutional approach to the governance of turbulence highlighting four key dilemmas public organizations must confront in stabilizing and adapting to turbulence: stability versus adaptation; anticipation versus resilience; tight(er) coupling versus decoupling; and integration versus differentiation. The article then synthesizes findings and arguments about how public organizations can manage these dilemmas.nb_NO
dc.language.isoengnb_NO
dc.publisherOxford Univerity Pressnb_NO
dc.titleGoverning Turbulence: An Organizational-Institutional Agendanb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewed
dc.description.versionpublishedVersionnb_NO
dc.source.pagenumber1-15nb_NO
dc.source.journalPerspectives on Public Management & Governance (PPMG)nb_NO
dc.identifier.doi10.1093/ppmgov/gvx013
dc.identifier.cristin1515952
dc.description.localcodenivå1nb_NO
cristin.unitcode201,0,0,0
cristin.unitnameUniversitetet i Agder
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.fulltextoriginal


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