Historically, management theory has ignored the constraints imposed by the biophysical (natural) environment. Building upon resource-based theory, this article attempts to fill this void by proposing a natural-resource-based view of the firm—a theory of competitive advantage based upon the firm's relationship to the natural environment. It is composed of three interconnected strategies: pollution prevention, product stewardship, and sustainable development. Propositions are advanced for each of these strategies regarding key resource requirements and their contributions to sustained competitive advantage.

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A Natural-Resource-Based View of the Firm

Course Description In this course, we will explore the question of the actual and potential connections between democracy and education. Our focus of attention will be placed on a critical examination of democratic theory and its implications for the civic education roles and contributions of teachers, adult educators, community development practitioners, and community organizers. We will survey and deal critically with a range of competing conceptions of democracy, variously described as classical, republican, liberal, radical, marxist, neomarxist, pragmatist, feminist, populist, pluralist, postmodern, and/or participatory. Using narrative inquiry as a means for illuminating and interpreting contemporary practice, we will analyze the implications of different conceptions of democracy for the practical work of civic education.

Democracy and education.

Men and Women of the Corporation

Collaborative governance draws from diverse realms of practice and research in public administration. This article synthesizes and extends a suite of conceptual frameworks, research findings, and practice-based knowledge into an integrative framework for collaborative governance. The framework specifies a set of nested dimensions that encompass a larger system context, a collaborative governance regime, and its internal collaborative dynamics and actions that can generate impacts and adaptations across the systems. The framework provides a broad conceptual map for situating and exploring components of cross-boundary governance systems that range from policy or programbased intergovernmental cooperation to place-based regional collaboration with nongovernmental stakeholders to public-private partnerships. The framework integrates knowledge about individual incentives and barriers to collection action, collaborative social learning and conflict resolution processes, and institutional arrangements for cross-boundary collaboration. It is presented as a general framework that might be applied to analyses at different scales, in different policy arenas, and varying levels of complexity. The article also offers 10 propositions about the dynamic interactions among components within the framework and concludes with a discussion about the implications of the framework for theory, research, evaluation, and practice.

An Integrative Framework for Collaborative Governance

https://www.bond.org.uk/sites/default/files/resource-documents/using_icts_to_create_a_culture_of_transparency.pdf

Using ICTs to create a culture of transparency: E-government and social media as openness and anti-corruption tools for societies

Citizen participation in the decisions that affect their lives is an imperative of contemporary society. For the first half of the 20th century, citizens relied on public officials and administrato...

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Public deliberation in an age of direct citizen participation

Government officials and public managers are encountering a class of problems that defy solution, even with our most sophisticated analytical tools. These problems are called “wicked” because they have the following characteristics: 1). There is no definitive statement of the problem; in fact, there is broad disagreement on what ‘the problem’ is. 2). Without a definitive statement of the problem, the search for solutions is open ended. Stakeholders – those who have a stake in the problem and its solution – champion alternative solutions and compete with one another to frame ‘the problem’ in a way that directly connects their preferred solution and their preferred problem definition. 3). The problem solving process is complex because constraints, such as resources and political ramifications, are constantly changing. 4). Constraints also change because they are generated by numerous interested parties who “come and go, change their minds, fail to communicate, or otherwise change the rules by which the problem must be solved” (Conklin and Weil, no date: 1).

/pdf/wicked-problems-and-network-approaches-to-resolution-30kub7jxxw.pdf

Wicked Problems and Network Approaches to Resolution

"Public entrepreneurship" is the process of introducing innovation--the generation, translation, and implementation of new ideas-into the public sector. The research described here focuses on "policy entrepreneurs." These are public entrepreneurs who, from outside the formal positions of government, introduce, translate, and help implement new ideas into public practice.

Policy Entrepreneurs: Their Activity Structure and Function in the Policy Process

How can public officials be held accountable, and yet avoid the paradoxes and pathologies of the current mechanisms of accountability? The answer, claims Harmon (1995), is dialogue. But what exactly is dialogue, and how is it created? More importantly, how can dialogue ensure accountability? To address these questions, I begin with a brief description of dialogue and its basic features, distinguishing it from other forms of communication. An example illustrates how dialogue occurs in actual practice. Not only does dialogue demonstrate the intelligent management of contradictory motives and forces, it also supports Harmon’s claim that it can resolve the accountability paradox and avoid the atrophy of personal responsibility and political authority. I suggest that dialogue’s advantage outweighs its cost as a mechanism of accountability under a particular set of conditions: when public officials confront “wicked problems” that defy definition and solution, and when traditional problem-solving methods have failed, thus preventing any one group from imposing its definition of the problem or its solutions on others.

Keeping Public Officials Accountable through Dialogue: Resolving the Accountability Paradox

A field study was conducted to determine whether diverse, competing stakeholders in a domain can use collaboration to intentionally initiate innovative public policy affecting that domain. The subjects consisted of 61 participants representing 24 stakeholder groups gathered by a U.S. governor that met regularly from 1985 to 1987 to develop a "visionary proposal "for the state's public education. The authors sought to differentiate the substance of collaboration from its result and devised a sociological concept of collaboration with five elements: transmutational purpose, explicit and voluntary membership, organization, interactive process, and temporal property. The results reveal that the stakeholders did collaborate to initiate public policy. The results also show that the collaboration was associated with innovation as hypothesized and that this innovation was incremental rather than radical in nature.

Nancy C. Roberts

Papers

Public deliberation in an age of direct citizen participation

Wicked Problems and Network Approaches to Resolution

Policy Entrepreneurs: Their Activity Structure and Function in the Policy Process

Keeping Public Officials Accountable through Dialogue: Resolving the Accountability Paradox

Stakeholder Collaboration and Innovation: A Study of Public Policy Initiation at the State Level: