Abstract
Abstract
Governments around the world are increasingly recognizing the power of problem-oriented governance as a way to address complex public problems. As an approach to policy design and implementation, problem-oriented governance radically emphasizes the need for organizations to continuously learn and adapt. Scholars of public management, public administration, policy studies, international development, and political science have made important contributions to this problem-orientation turn; however, little systematic attention has been paid to the question of the state capabilities that underpin problem-oriented governance. In this article, we address this gap in the literature. We argue that three core capabilities are structurally conducive to problem-oriented governance: a reflective-improvement capability, a collaborative capability, and a data-analytic capability. The article presents a conceptual framework for understanding each of these capabilities, including their chief constituent elements. It ends with a discussion of how the framework can advance empirical research as well as public-sector reform.
Publisher
Oxford University Press (OUP)
Reference127 articles.
1. Drivers and barriers of public innovation in crime prevention;Aagaard;The Innovation Journal,2012
2. State capacity and economic development: A network approach;Acemoglu;American Economic Review,2015
3. Managing collaborative innovation in public bureaucracies;Agger;Planning Theory,2018
4. Multinetwork management: Collaboration and the hollow state in local economic policy;Agranoff;Journal of Public Administration Research and Theory,1998
Cited by
24 articles.
订阅此论文施引文献
订阅此论文施引文献,注册后可以免费订阅5篇论文的施引文献,订阅后可以查看论文全部施引文献