In this project, successful and unsuccessful cases of past and current governance arrangements are analysed. To assess these cases, we draw on the theoretical framework, developed by Termeer and colleagues (1). This framework consists of five governance capabilities, which are considered crucial for coping with wicked societal issues in volatile environments:
- reflexivity, or the capability to deal with multiple frames in society and policy
- resilience, or the capability to flexibly adapt to frequently occurring and uncertain changes
- responsiveness, or the capability to respond wisely to changing agendas and public demands
- revitalisation, or the capability to unblock deadlocks and stagnations in policy processes
- rescaling, or the capability to address mismatches between the scale of a problem and the scale at which it is governed
In the project, these capabilities are further operationalized to be able to carry out an assessment of the arrangements in terms of performance. This operationalization is informed by a desk study of academic literature and relevant documents, as well as by input from our consortium partners and other stakeholders. For example, in our "Bonn-workshop" we discussed the capabilities and performances of certification and labeling schemes with a broad range of stakeholders (Click here to read more about this workshop).
In this study, Qualitative Comparative Analysis (QCA) is used as main research methodology. The assessment will result both in theoretical assumptions about the linkages between the key determinants of arrangements to enhance performance and in recommendations for practicioners regarding improving the governance capabilities.
In our fourth consortium meeting, input from our consortium partners contributed to the refinement of my work sofar on operationalization of the five governance capabilities. It allowed me to proceed, and to move on my case study work.