Managing the Inclusion Process in Collaborative Governance

Johnston, Erik W.; Hicks, Darrin; Nan, Ning; Auer, Jennifer C.
October 2011
Journal of Public Administration Research & Theory;Oct2011, Vol. 21 Issue 4, p699
Academic Journal
The article focuses on the study which examines how institutional design choices are made on inclusion practices in the critical early stages of collaboration influence the expectations of the stakeholders. The study identifies two institutional design choices associated with inclusion, one, which uses time instrumentally to build trust and commitment in the collaboration and another, which includes new participants to limit the risk exposure of the stakeholders. The study uses multiagent modeling to extend views gained from case observations. The study concludes that inclusion process can be an active force in reinforcing cycle of various values including trust, commitment, and communication if collaborative governance structures are appropriately managed.


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