A contribution to the understanding and strengthening of network governance A theoretical and empirical exploration of governance capabilities June, 2015 Master International Development Tim den Ouden i A contribution to the understanding and strengthening of network governance A theoretical and empirical explanation of governance capabilities Tim den Ouden Registration number: 891119-634-080 Supervisor: Dr. Ir. Otto Hospes Public Administration and Policy A thesis submitted in partial fulfilment of the degree of Master of Science at Wageningen University and Research Centre, The Netherlands. June, 2015 Wageningen, The Netherlands Wageningen University and Research Centre – Department of Social Sciences LAW-80436 – MSc Thesis Law and Governance Group ii Acknowledgment First of all, I would like to express my sincere gratitude to my supervisor for his useful comments, remarks and involvement through the learning process of this master thesis. Although things were not always going easily, I always enjoyed our discussions. Furthermore I would like to thank my lovely wife Jacolien for her unconditional support during the process of writing my thesis. I also like to thank the employees, board-members and volunteers involved in Connect Network, who have willingly shared their precious time during the process of interviewing. iii Abstract In response to the growing societal complexity, governance networks are proliferating in different fields, policy areas and levels of governance. In order to ensure that governance networks maintain effective mechanisms of coordination, the concept of metagovernance receives increasingly attention from academics. The introduction of the concept of governance capabilities provides an alternative on how to „metagovern‟. By looking into network governance this article assesses the role of governance capabilities for network. It is argued that a governance capability could best be understood as a collection of immaterial assets, composed of two dimensions: actor and structure. It aims to strengthen reflexive, responsive, resilient and revitalizing interactions in networks in order to ensure that a network is able to deal with the wicked problems. A framework is presented that describes how different network tools can be used to strengthen capabilities. As such, it contributes to the strengthening of network governance. This argument is illustrated by empirical data derived from a case study of a network organization in South Africa. Keywords: governance capabilities, networks, network governance, metagovernance iv Table of Content 1.1 Background ....................................................................................................................... 1 1.2 Problem Statement ............................................................................................................ 2 1.3 Research objectives .......................................................................................................... 2 1.4 Research questions ........................................................................................................... 3 1.5 Methodology ..................................................................................................................... 3 1.6 Validity of the data ........................................................................................................... 4 1.7 Outline thesis .................................................................................................................... 4 PART A: THEORETICAL REVIEW 2.1 Introduction ...................................................................................................................... 5 2.2 Networks ........................................................................................................................... 5 2.2.1 The evolvement of network literature ........................................................................ 6 2.2.2 Different perspectives on networks............................................................................ 6 2.3 Governance ....................................................................................................................... 7 2.3.1 Understanding governance through interactions ....................................................... 8 2.3.2 The intentional and structural level of interaction ..................................................... 8 2.3.3 Differentiating between modes of governance .......................................................... 9 2.4 Network governance ......................................................................................................... 9 2.4.1 The structural and intentional level of interaction in network governance.............. 10 2.4.2 Policy and decision-making in network governance ............................................... 11 2.4.3 Facilitating governance, facilitating interactions ..................................................... 12 2.5 Governance capabilities .................................................................................................. 13 2.5.1 Introduction to governance capabilities ................................................................... 13 2.5.2 The promising role of governance capabilities ........................................................ 14 2.5.3 Deficits of governance capabilities .......................................................................... 14 2.5.4. Understanding governance capabilities .................................................................. 15 2.6 Governance capabilities and network governance ......................................................... 16 2.6.1 Situating governance capabilities in network governance ....................................... 16 2.6.2 Strengthening governance capabilities: a framework .............................................. 19 2.6.2 Methods and strategies to strengthen governance capabilities ........................... 20 ANALYTICAL FRAMEWORK 3.1 Introduction .................................................................................................................... 24 3.2 Governance capabilities .................................................................................................. 24 v 3.2.1 Reflexivity ................................................................................................................ 25 3.2.2 Resilience ................................................................................................................. 25 3.2.3 Responsiveness ........................................................................................................ 26 3.2.4 Revitalization ........................................................................................................... 27 PART B: DESCRIPTION 4.1 Introduction .................................................................................................................... 28 4.2 The structure of the network ........................................................................................... 29 4.3 Goals and mission of the network .................................................................................. 32 4.4 Ownership ....................................................................................................................... 35 4.5 Governance activities ..................................................................................................... 36 4.6 Communication .............................................................................................................. 37 4.7 Donors and finances ....................................................................................................... 38 ANALYSIS 5.1 Introduction .................................................................................................................... 40 5.2.1 Reflexivity – the ability of the actor ........................................................................ 40 5.2.2 Reflexivity – the capacity of the organizational design ........................................... 41 5.3.1 Resilience – the ability of the actor .......................................................................... 42 5.3.2 Resilience – the capacity of the organizational design ............................................ 43 5.4.1 Responsiveness – the ability of the actor ................................................................. 43 5.4.2 Responsiveness – the capacity of the organizational design ................................... 44 5.5.1 Revitalization – the ability of the actor .................................................................... 45 5.5.2 Revitalization – the capacity of the organizational design ...................................... 46 5.6 Findings .......................................................................................................................... 46 5.6.1 The degree of governance capabilities present at Connect Network ....................... 46 5.6.2 Methods and strategies to enhance the degree of Connect Networks‟s governance capabilities ........................................................................................................................ 48 5.6.3 General findings ....................................................................................................... 48 PART C: CONLUSION AND REFLECTION 6.1 Conclusion ...................................................................................................................... 50 6.2 Reflection