The Dysfunctions of Markets, Hierarchies and Networks in the Meta-governance of Partnership

Tom Entwistle, Gillian Bristow, Frances Hines, Sophie Donaldson and Steve Martin
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Tom Entwistle: Cardiff Business School, Cardiff University, Cardiff, CF10 3EU, UK, entwistlet@cardiff.ac.uk
Gillian Bristow: School of City and Regional Planning, Cardiff University, Glamorgan Building, King Edward V Avenue, Cardiff, CF10 3WA, UK, bristowgl@ cardiff.ac.uk
Frances Hines: ESRC Centre for Business Relationships, Accountability, Sustainability and Society, Cardiff University, 55 Park Place, Cardiff, CF10 3AT, UK, HinesF@cardiff.ac.uk
Sophie Donaldson: School of City and Regional Planning, Cardiff University, Glamorgan Building, King Edward V Avenue, Cardiff, CF10 3WA, UK, sophie_Donaldson@hotmail.com
Steve Martin: Cardiff Business School, Cardiff University, Cardiff, CF10 3EU, UK, martinsj@cardiff.ac.uk

Urban Studies, 2007, vol. 44, issue 1, 63-79

Abstract: Governments increasingly see partnerships as their delivery instrument of choice. There is disagreement, however, about how the proliferation of these institutions should be understood. One interpretation sees ungovernability, instability and unaccountability in the fragmented institutions of local governance. Another maintains that the new approaches to co-ordination have allowed for the reassertion of hierarchical control. On the basis of a theoretical exposition of the logic of co-ordination and a study of 10 partnerships in Wales, this paper presents evidence which suggests that partnerships suffer principally from the dysfunctional effects of hierarchical and market co-ordination.

Date: 2007
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Persistent link: https://EconPapers.repec.org/RePEc:sae:urbstu:v:44:y:2007:i:1:p:63-79

DOI: 10.1080/00420980601023836

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