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Understanding Amsterdam Airport Schiphol through Controversies

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  • Bart de Jong
  • Luuk Boelens

Abstract

The question of how to organize collaborative problem‐solving efforts when collective action is necessary has received considerable attention in the scientific literature. More recently, it is even argued that to organize successful collaborative arrangements, the complex system characteristics of the governance system in which such an arrangement is applied needs to be taken into account. This would trigger a bandwagon effect of mutually reinforcing changes and be successful in overcoming deadlocks. In this paper, we will argue that this line of reasoning is far from complete, even resulting in misguiding conclusions. By analyzing the governance of Amsterdam Airport Schiphol, we suggest that—instead of complicating the problem by establishing more self‐organizing collaborative bodies, hoping to avoid path dependencies and bring new solutions—there is rather a need to clear ‘the disposition of complexity’ profoundly, towards concrete associative opportunities, and co‐evolution beyond political agendas and/or plans. Copyright © 2013 John Wiley & Sons, Ltd.

Suggested Citation

  • Bart de Jong & Luuk Boelens, 2014. "Understanding Amsterdam Airport Schiphol through Controversies," Systems Research and Behavioral Science, Wiley Blackwell, vol. 31(1), pages 3-13, January.
    • Handle: RePEc:bla:srbeha:v:31:y:2014:i:1:p:3-13
    DOI: 10.1002/sres.2188
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    References listed on IDEAS

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    1. Arwin van Buuren & Frank Boons & Geert Teisman, 2012. "Collaborative Problem Solving in a Complex Governance System: Amsterdam Airport Schiphol and the Challenge to Break Path Dependency," Systems Research and Behavioral Science, Wiley Blackwell, vol. 29(2), pages 116-130, March.
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