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dc.contributor.authorLægreid, Pereng
dc.contributor.authorRykkja, Lise Hellebøeng
dc.date.accessioned2015-02-12T13:29:33Z
dc.date.available2015-02-12T13:29:33Z
dc.date.issued2014-10eng
dc.identifier.issn1503-0946
dc.identifier.urihttps://hdl.handle.net/1956/9384
dc.description.abstractThis paper examines the main coordination arrangements for handling «wicked issues» in the area of societal security and welfare administration in Norway and ask whether network arrangements have replaced hierarchy. In both cases reforms have addressed major coordination problems related to both the vertical dimension and the horizontal dimension. Empirically we draw on data collected in four different research projects. Theoretically we apply a structural-instrumental perspective and a cultural perspective. We describe two new organizational arrangements: the lead agency approach and the onestop- shop and show how they develop as hybrid forms in the tension between the principles of ministerial responsibility and the principle of local self-government. A main finding is that the horizontal inter-organizational coordinating arrangements seem to supplement rather than replace traditional hierarchical coordination producing more complex organizational arrangements.en_US
dc.language.isoengeng
dc.publisherStein Rokkan Centre for Social Studieseng
dc.relation.ispartofseriesWorking paper 07-2014en_US
dc.titleGovernance for complexity – how to organize for the handling of «wicked issues»?eng
dc.typeWorking papereng
dc.description.versionpublishedVersion
dc.rights.holderCopyright Stein Rokkan Centre for Social Studies. All rights reserved.
dc.subject.nsiVDP::Samfunnsvitenskap: 200nob


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