WHAT MAKES GOVERNANCE NETWORKS WORK? A FUZZY SET QUALITATIVE COMPARATIVE ANALYSIS OF 14 DUTCH SPATIAL PLANNING PROJECTS

Authors

  • STEFAN VERWEIJ,

    1. Stefan Verweij, Erik-Hans Klijn, Jurian Edelenbos and Arwin van Buuren are at the Department of Public Administration, Erasmus University Rotterdam, The Netherlands.
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  • ERIK-HANS KLIJN,

    1. Stefan Verweij, Erik-Hans Klijn, Jurian Edelenbos and Arwin van Buuren are at the Department of Public Administration, Erasmus University Rotterdam, The Netherlands.
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  • JURIAN EDELENBOS,

    1. Stefan Verweij, Erik-Hans Klijn, Jurian Edelenbos and Arwin van Buuren are at the Department of Public Administration, Erasmus University Rotterdam, The Netherlands.
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  • ARWIN VAN BUUREN

    1. Stefan Verweij, Erik-Hans Klijn, Jurian Edelenbos and Arwin van Buuren are at the Department of Public Administration, Erasmus University Rotterdam, The Netherlands.
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Abstract

Many studies have been conducted to determine the conditions that contribute to the satisfactory outcome of decision-making processes in governance networks. In this article, we explore how the interaction of three such conditions – network complexity, network management, and stakeholder involvement – results in stakeholder satisfaction. We use fuzzy set qualitative comparative analysis – a relatively new approach in public administration research – to systematically compare the decision-making processes and outcomes of 14 Dutch spatial planning projects. Our analysis points to three combinations that result in stakeholder satisfaction: network complexity combined with adaptive management; stakeholder involvement combined with adaptive management; and low complexity combined with both limited stakeholder involvement and closed network management.

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