Inducing institutional change through projects? Three models of projectified governance

Research output: Contribution to journalArticleScientificpeer-review

Abstract

The study of short-term projects to implement policy has lately gained ground among scholars of environmental governance and public administration. The increasing reliance on and prevalence of projects, or ‘projectification’, has spurred critical debates on the ability of projects to contribute to long-term goals, including sustainability, as well as institutional change. Yet, the literature on projectification lacks specificity in terms of how projects are understood, how the relationship between projects and permanent organizations looks like, and how projects can influence institutional orders. The aim of this paper is to systematize the literature in order to uncover the process of transforming project outputs into institutional change. Three models of projectified governance – mechanistic, organic, and adaptive – is presented, providing a conceptual apparatus that advances the study of projects in environmental policy and governance. The paper argues that the adaptive model, with its reliance on multi-scalar networks for the coordination of project activities and knowledge, shows most promise in achieving institutional change to address complex environmental problems.
Original languageEnglish
JournalJournal of Environmental Policy & Planning
Volume21
Issue number4
Pages (from-to)333-344
Number of pages12
ISSN1523-908X
DOIs
Publication statusPublished - 4 Jul 2019
MoE publication typeA1 Journal article-refereed

Fields of Science

  • Governance
  • project
  • projectification
  • institutional change
  • environment
  • ADAPTIVE GOVERNANCE
  • RETHINKING
  • INNOVATION
  • NETWORKS
  • POLITICS
  • 519 Social and economic geography
  • 611 Philosophy

Cite this