NIRA Policy Research 2005 Vol.18 No.6
the Basis of Governance - Restoring Connection Skills
[ Contents | Summary ]
In this epoch of modern industrial society, it is necessary to reestablish public governance in response to market and governmental failures; while, concurrently, expectations for the social sectors are rising.
In discussions concerning rebuilding the public sector, regional rejuvenation, and the public-private partnership, these sectors have, during the past 10+ years, repeatedly analyzed and implemented new management "processes" and "tools" found in the "principles" of decentralization and collaboration and the new public management (NPM). However, the question remains as to why when similar processes and tools are adopted to effect new governance, there are some communities and organizations within which the implementation is ineffective?
Even from the perspective of corporate management, from which these methods emanated, many companies have not been rejuvenated as organizations and have been unable to attain real innovation. Downsizing and liquidation strategies after the bubble economy burst caused an improvement of corporate value and earnings. However, not many companies succeeded in reorganizing themselves into network organizations as places for knowledge and value creation.
For the joint creation of new governance and the collaboration necessary to realize it, not only mechanisms, but also the sympathy for both a democracy based on solidarity and rejuvenation of the commons; or, perhaps, an actual feeling of linkage between local people, society and common social capital will be necessary.
The social capital theory, which has recently appeared on the scene, seems to show one direction to follow with respect to these issues. This special feature explores the possibilities of a social capital approach that will be applicable to governance in a wide range of segments.
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