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The Limits of Horizontal Governance

Author

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  • Susan D. Phillips

    (School of Public Policy and Administration, Carleton University, 1125 Colonel By Drive, Ottawa, Ontario, Canada, K1S 5B6)

Abstract

In the face of globalisation, a fragmented society and lack of trust by citizens, governments have come to recognise that they cannot solve complex public policy problems on their own. Greater collaboration is evident not only between government and its non-governmental partners, but among departments which are managing policy files in a more horizontal manner. The purpose of this paper is to put the concept of horizontal governance to the test, using a case study of Canada's Voluntary Sector Initiative (VSI). The case examines how each of the four major components of governance - collaboration, instrument choice, horizontal management within government, and networks - played out in the process of two years of joint work between a national government and the voluntary sector.

Suggested Citation

  • Susan D. Phillips, 2004. "The Limits of Horizontal Governance," Society and Economy, Akadémiai Kiadó, Hungary, vol. 26(2-3), pages 383-405, December.
    • Handle: RePEc:aka:soceco:v:26:y:2004:i:2-3:p:383-405
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    Cited by:

    1. Jorge Gonçalves, 2022. "The Battles around Urban Governance and Active Citizenship: The Case of the Movement for the Caracol da Penha Garden," Sustainability, MDPI, vol. 14(17), pages 1-14, September.
    2. Elson Peter R., 2012. "Canada's Voluntary Sector Initiative and Sub-National Voluntary Sector-Government Relations: A Third Wave," Nonprofit Policy Forum, De Gruyter, vol. 3(2), pages 1-33, October.

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