The seesaw experience of participatory budgeting: the role of the institutional entrepreneur

Abstract

Purpose Participatory budgeting (PB) offers public administrations a promising avenue to rebuild the relationship with citizens by actively involving them in public decision-making processes. However, the path to successful PB institutionalisation involves several challenges. This article examines how key internal actors shape PB across its operative phases. Design/methodology/approach The study employed a single-case study approach, integrating document analysis, focus groups and semi-structured interviews to examine the PB experience in Rome and the key internal actors’ influence in driving institutional change. Data collection consists of five phases, including document analysis, media reviews, focus groups, interviews with key stakeholders and a follow-up meeting to validate and triangulate the findings. Findings A key finding highlights the pivotal role of politicians as institutional entrepreneurs (IEs), leveraging their social and discursive skills to drive institutional change. However, the study also underscores the potential challenges: when political leadership is disrupted by contextual instability, institutional transformation may fail to achieve its intended outcomes. Originality/value This research highlights the IEs’ role in advancing PB in large urban contexts characterised by political and administrative instability. Their effectiveness relies not only on politicians but also on effective collaboration with public managers, enabling partial institutional change and fostering public value creation.

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