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This article examines three roles that local governments play: convening community, providing service, and creating and enforcing regulation. The author uses the concept of polarity management to explore how local governments can strike a balance among these roles, and explores how individual employees and organizations can disrupt that balance by favoring individual roles. Particular focus is placed on local government deficiency in employing the community convener or community engagement role.
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Stored only when both papers are in the corpus — 5 citations exist upstream.
Papers that cite the same references — the relational fallback while embeddings are still backfilling.
Imported from OpenAlex (CC0) — nothing here is generated.