SOMETHING OLD, SOMETHING NEW, SOMETHING BORROWED …

Vivien Lowndes

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Management and Organizational Studies Public Policy and Administration Research Policy Transfer and Learning

Abstract

Local governance is conceptualised as an ‘institutional matrix’, comprising distinct (but interacting) rule-sets, in which forces for change and continuity coexist. Different rule-sets change at different rates and in different directions, reflecting power relationships and the ‘embeddedness’ of local governance in specific historical and spatial contexts. In England, inertia and innovation have characterised, respectively, the political and managerial domains of local governance. But it is clear that creative spaces also exist between the extremes of institutional stability and volatility. Institutional entrepreneurs exploit ambiguities in the ‘rules of the game’ in order to respond to changing environments, and to protect (or further) their own interests. Local government actors expand and recombine their institutional repertoires through strategies of ‘remembering’, ‘borrowing’ and ‘sharing’. In so doing they create a contingent and context-dependent process of institutional emergence.

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References

1990Institutions, Institutional Change and Economic Performance 1991Institutions, Institutional Change and Economic Performance 1985Agendas, Alternatives, and Public Policies 1984Agendas, alternatives, and public policies 2000Increasing Returns, Path Dependence, and the Study of Politics 1970Political Order in Changing Societies 1985Clio and the economics of QWERTY 1969Political Order in Changing Societies.

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