IRSPM 2012 Track 17 - Good Governance The (legal) design of hybrid - - PowerPoint PPT Presentation

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IRSPM 2012 Track 17 - Good Governance The (legal) design of hybrid - - PowerPoint PPT Presentation

Dec 09, 2023 287 likes •503 views

IRSPM 2012 Track 17 - Good Governance The (legal) design of hybrid organizations as institutionalization of good governance trade-offs between contradictory values. Prof.dr. Michiel A. Heldeweg LLM. 1 HYBRID ORGANIZATIONS

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IRSPM 2012 Track 17 - ‘Good Governance…’

The (legal) design of hybrid organizations as

institutionalization of good governance trade-offs between contradictory values.

Prof.dr. Michiel A. Heldeweg LLM.

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HYBRID ORGANIZATIONS

  • CONTRADICT. PUB.VALUES

Track 17

“Good Governance in terms of Properly Managing Contradictory Public Values” GG-PM-CPV

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HYBRID ORGANIZATIONS

  • CONTRADICT. PUB.VALUES

Roadmap

  • 1. Some basics
  • 2. Types of interests and values
  • 3. Institutional Environments
  • 4. Legal Design Methodology – regarding norms
  • 5. Better & Smart Regulation
  • 6. Some conclusions
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GG-PM-CPV SOME BASICS

Perspective: legal-administrative design

methodology Object: Public Service Organization (PSO) Consider PSO in context: alignment CPV as a matter of hybridity of organizations Values x Interests: values normative criteria/guidelines to choice or evaluation of actions concerning interests

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TYPES OF VALUES & INTERESTS

Interest scope Personal/Particular ó ó Societal (society as a whole) Sec or also Public (government)

  • general (societal fabric)
  • specific (alloc. of services)

Value scope Follows scope of interest Public or private interests - values

  • private: personal + societal sec
  • public: public sec
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GG-PM-CPV INSTITUTIONAL ENVIRONMENT

Social interaction pattern + value-interest combination

  • Structures, mechanisms, processes

Institutional sphere of social action;

  • perating as if ‘real’; e.g. ‘the market’
  • As modes of governance: actor influence & allocation

achievement

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GG-PM-CPV INSTITUTIONAL ENVIRONMENT

Hierarchy – publ. office; unilateral; publ interest/values Network – societal org; cooperation; soc’tal interest/values Market – firms; compet. bargaining; trade interest/values Ideal type – in reality intertwined and overlapping

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GG-PM-CPV INSTITUTIONAL ENVIRONMENT

Societal acceptance of institutional environments (IE’s) Each IE = unique type of societal value configuration acceptance concerns legitimacy, justice, effectiveness and efficiency of an IE as a value configuration related to particular service allocation With 3 IE’s no contradictions between value configurations only between individual values

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DIMENSIONS OF SOCIETAL VALUE CONFIGURATIONS (AS IN IE)

Legitimacy – id quod

  • ‘What can legally be done by who?’

Legal validity – modus quo

  • ‘How may/shall or can something legally be done?’

Effectiveness – achieving objectives

  • ‘What can practically be done?’

Efficient – most effective or least of means

  • ‘How can something be done?’
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GG-PM-CPV ACKNOWLEDGEMENT: ALIGNMENT

Organizations (e.g. PSOs): institutional social practices with element of normativity

  • employer-employee; management-operations

Interactions with other organizations require acknowledgement of organizations (and their actions): as players – value alignment Society : Institutional Environments : Organizations

  • societal acceptance - - alignment -
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GG-PM-CPV ORGANIZATIONS: ALIGNMENT

Basic organization characteristics: ideal type

Personality – cap’ty to act; 3 legal conditions; prelim.* Mission – publ.task – private profit – community service Control – publ.auth. – investors+ - professionals Response – publ.good – competition – members resp. *Types of legal persons: associations – corporations – foundations: multi-applicable

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GG-PM-CPV ORGANIZATIONS: ALIGNMENT

Ideal type alignment Organization – IE

  • friction free on Legitimacy-Justice-Effectiveness-Efficiency

Possibility of plural alignment – versatility in legal

personality; non-contradictory and shared values in IEs Hierarchy Network Market Personality diverse diverse Esp corp. Mission Publ.task CommServ Priv.profit Control Publ.auth.

  • Profession. Investors+

Response Publ.good Mem’rresp. Competit. Alignment L-J-E-E (1) L-J-E-E (2) L-J-E-E (3)

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CONTRADICTORINESS STRUCTURE: NORMS)

Ideal types combine different values – configurations alone

do not contradict

At best partial contradictions…..

Envir 1 Envir 2 Envir 3 Value A +

  • Value B

+

  • Value C

+ + + Value D

  • +
  • 1+2 contradict on A+B, 2+3 on D; C is shared by

all 1-3

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HYBRID ORGANIZATIONS

A departure from ideal type alignment in two types:

Singular (‘1 characteristic’) (partial multiple) Ambivalence in Mission or Control or Response Across H-N-M: 9 (double) + 9 (triple) = 18 hybrids* Multiple (‘2 or 3 characteristics’) Ambivalence between Mission and/or Control and/or Response Across H-N-M: 21 (double) + 6 (triple) = 27 hybrids* * 4 categories: 1. H-M; 2. M-N; 3. N-H; 4. All

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GG & PM

Governance: setting of rules of the game

  • behavior patterns – empirically
  • rules to be adhered to – normativity

Management: setting a game plan within the rules of the game

  • selecting best action possibilities
  • structuring relations and processes

Gov’ce and man’t apply to both environments & organizations Besides players – principal parties (e.g. found.fathers; CEO’s)

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GG-PM-CPV 1

No contradictory values within ideal type environments, nor within ideal type organizations, nor between environments and their ideal type organizations At most contradictions possible between individual values across environments and organizations In ideal type setting no challenge of GG-PM other than safeguarding setting

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GG-PM-CPV 2

What remains: hybridity – anomaly poses value clash between hybrid organization and ideal type environment Anomalies are possible challenge to alignment (if contradictory) with environment and to societal acceptance of environment Alignment and acceptance can be resolved in creation of hybrid environments – shifts in L-J-E-E; contradictory values; involving trade offs (e.g. unilateral=>contractual: voice=>exit)

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HIERARCY HYBRIDS: EXAMPLES

Examples of shifts towards hybrid environments Concerning public values - Hierarchy hybrids Liberalization to regulated markets (H-N: 9)

  • competition but regulated allocation

Autonomization to regulated social enterprises (H-M: 9)

  • bestowment of public authority

Public-Private-Partnerships (H-M-N: 6+1)

  • e.g. certification (3rd party regulation);
  • theoretically (1) ‘superhybrid singularity’?
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HIERARCY HYBRIDS: CONTRADICTORY PUBLIC VALUES?

Hierarchical-Hybrid environment: also + fully public interest +

accompanying public values Alien interests & values must be commensurable: public! Not only when public authority No go areas: cartel-analogy (compete&cooperate) Sui generis regimes of administrative law Fragmentation = Challenge to societal acceptance Beware of free radicals!

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ISSUE OF CONTRADICTORY PUBLIC VALUES

Issue of safeguarding related to ideal type hierarchy – government relationship Issue of feasibility of hybrid environments accommodating hierarchical-hybrid organizations (such as PSO’s) Issue of control over free radicals Challenge of Good Governance & Proper Management