2015/10/05 by Gemma Carey, Patrick Harris · 1 voice · 4 citations
Social Sciences · Decision Sciences · Environmental Science · #Public Policy and Administration Research #Evaluation and Performance Assessment #Sustainability and Climate Change Governance
paper · doi:10.1111/1467-8500.12169
openalex publication_date 2015/10/05 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/02
Various forms of ‘boundary‐crossing’ practices continue to proliferate in public management and public service provision (i.e. activities that require engagement and collaboration across sectors, institutions, and organisations). Yet the dynamic nature of this type of joined‐up working is proving to be a major management challenge. In this paper, we bring a number of concepts to bear on the management of joined‐up and cross‐boundary working in public management of complex social issues. Firstly, we present the concept of ‘adaptive management’, which we draw from field of environmental policy and planning (and human ecology). Secondly, we introduce a rethinking of the role of ‘policy targets’ using a complexity lens. These concepts are integrated into a practice heuristic (or framework) designed to assist cross‐boundary policy implementation in real‐world settings. We argue that adaptive management approaches may have significant utility for ensuring effective governance in uncertain environments.