Organizing for Societal Security and Crisis Management: Building Goverance

Capacity and Legitimacy (GOVCAP)

New trends in societal security research in the Nordic countries

Stockholm, November 26-27 2014

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The research project

• Funded by the Norwegian Research Council• Four year project. 2014-2018. Started

September 1 2014• Overall budget: NOK 10 millions (1,3 mill EUR)• Project administrator: Uni Rokkan Centre, in

collaboration with Department ofadministration and organization theory, University of Bergen

• Project leader Per Lægreid, project manager Lise H. Rykkja

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Project participants

• Jacob Aars, Dag Arne Christensen, Tom Christensen

• International partners: Werner Jann, Potsdam, Martin Lodge, LSE, Arjen Boin, Leiden; Martin Marcussen, Copenhagen, Fredrik Bynander, Stockholm

• Affiliated: two PhD students, master students,

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Main focus

• Public adminsitration

• The authorities capacity for crisismanagement and the citizens’ trust in government

• A comparative design: Norway, Sweden, Denmanrk, Netherland, Germany, UK

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Research questions

• What makes a well performing governmentalsystem for societal security and crisismanagement?

– How to manage and build capacity and legitimacy to handle transboundary crises?

– What are the relations between governmentcapacity, performance and public perceptions?

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Theses

• Organizational capacity as well as legitimacy is needed for a well performing administrative structure

• Organizational arrangements will affect performance

• There is no one best organizational solution for crisismanagement

• Context matters for crisis response– type of crisis

– country features (polity, administrative culture)

– Risk and vulnerability assessments

– Citizens’ perceptions of governance performance

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Typology of crisis

Terrorist attack Natural disaster

Mitigation/prevention

Preparation

Response/consequencemanagement

x x

Recovery/resilience/accountabilityAftermath politics, learning

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Organization of the project

• Module 1: Governance capacity

– Organization, coordination, specializations, multi-level governanc

– Comparative case studies: Crises: Terrorist attack, natural disasters

• Module 2: Governance legitimacy

– Citizens perceptions and attitudes, trust

– Surveyes to citizens

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Module 1

• What arrangements are there for crisis managmentand societal security in different countries and howhas it changed over time? (mapping)– Is there a convergence or divergence?– Complexity and hybridity– Hierarchy and network arrangements

• What can explain how different arrangements for dealing with crisis develop and change?– Instrumental and cultural explainations

• How do the arrangements work in practice? What arethe perceived effects? Under what conditions cancrisis be handled in a satisfactory manner?

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Module 2

• How to balance individual freedom and societalsecurity– To what extent is security and civil liberties traded

off against each other in different contexts?

• Governance representativity. Citizens trust in government

• How do crises affect the legitimacy, reputationand trust in the relevant governmentinstitutions?

• What can explain variations?

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Focus

• Multi-level, with a core focus on nationalinstitutions

• Meso-level – focus on organizations• Strategic level more than operational level• Focus on natural disasters and terrorism but also

other crisis might be included• Focus on crisis management, but also other

phases• Focus on performance mor than on societal

outcome

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Litteratur

• Fimreite, A.L., P. Lango, P. Lægreid og L.H. Rykkja, red. (2014). Organisering, Samfunnssikkerhet og krisehåndtering. 2. utgåve. Oslo: Universitetsforlaget.

• Fimreite, A.L., P. Lango, P. Lægreid and L.H. Rykkja (2012). «»22.juli kommisjonen. Organisering, styring og ansvar». Nordiske Organisasjonsstudier, 14(4): 49-58.

• Lango, P., P. Lægreid and L.H. Rykkja (2013). «Samordning for samfunnsikkerhet: Utviklingen av Justisdepartementets samordningsansvar». Nordiske Organisasjonsstudier , 15 (3): 7-33.

• Christensen, T., P. Lægreid and L.H. Rykkja (2013) «After a Terrorist Attack: Challenges for Political and Administrative Leadership in Norway». Journal of Contingencies and Crisis Management., 21 (3)167-177.

• Fimreite,A.L., P. Lango, P. Lægreid and L.H. Rykkja (2013). «After Oslo and Utøya: A Shift in the balance between Security and Liberty in Norway?». Studies in Conflict and Terrorism, 36 (10): 839-856.

• Christensen, T., P. Lægreid and L.H., Rykkja (2014) «Ambiguitets of Accountability – analyzing the Failure of a Preventive Security Project in Norway». Under review.

• Christensen, T., P. Lægreid and L.H. Rykkja (2014). «The challenges of Coordination in National Security Management – the case ofthe Terrorist Attack in Norway». International Review of Administrative Sciences (forthcoming).

• Christensen, T. and P. Lægreid “Reputation management in times of crisis – how the police handled the Norwegian terrorist attack in 2011” . In M. Major and A. Wæraas, eds. Organizational Reputation in the Public Sector. London: Routledge (forthcoming).

• Christensen, T., O.A. Danielsen, P. Lægreid and L.H. Rykkja: “The Governance of Wicked Issues: A Comparative analysis of Coordination for Societal security in Europe,). Presented at the IPSA World Conference in Montreal, July 20-24 2014.

• Christensen, T., P. Lægreid and L. H. Rykkja: ” Organizing for Crises Management: Building Governance Capacity and Legitimacy” Paper prsented the International Conference on ‘Next Steps for Public Administration in Theory and Practice: Looking Backward and Moving Forward’, November 16–18, 2014 Sun Yat-sen University, Guangzhou, China.

• Lægreid, P. and L. H. Rykkja: “Governance for Complexity – How to organize for the handling of wicked issues. The case of internal security and the welfare administration in Norway”. Paper presented at the Policy & Politics Conference, Bristol September 16-172014.

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Project Home Page

• http://rokkan.uni.no/sites/govcap/

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