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Perceptions are Reality: A Framework for Understanding Governance

Perceptions are Reality: A Framework for Understanding Governance In this article, we present a theoretical framework for understanding public governance based on human perceptions. We argue that governance is at its core a human enterprise, and concepts such as effectiveness, accountability, and legitimacy cannot be measured without considering the perceptions of both the governed and those involved in governing. The shortcomings of existing governance research are discussed, and five propositions related to the link between micro- and macro-governance, small group dynamics, accountability, and public performance are offered. We conclude by describing how the framework can be applied in future research in the fields of public and nonprofit governance. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Administrative Theory & Praxis Taylor & Francis

Perceptions are Reality: A Framework for Understanding Governance

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Perceptions are Reality: A Framework for Understanding Governance

Abstract

In this article, we present a theoretical framework for understanding public governance based on human perceptions. We argue that governance is at its core a human enterprise, and concepts such as effectiveness, accountability, and legitimacy cannot be measured without considering the perceptions of both the governed and those involved in governing. The shortcomings of existing governance research are discussed, and five propositions related to the link between micro- and macro-governance,...
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Publisher
Taylor & Francis
Copyright
Copyright © 2018 Public Administration Theory Network
ISSN
1949-0461
eISSN
1084-1806
DOI
10.1080/10841806.2018.1512337
Publisher site
See Article on Publisher Site

Abstract

In this article, we present a theoretical framework for understanding public governance based on human perceptions. We argue that governance is at its core a human enterprise, and concepts such as effectiveness, accountability, and legitimacy cannot be measured without considering the perceptions of both the governed and those involved in governing. The shortcomings of existing governance research are discussed, and five propositions related to the link between micro- and macro-governance, small group dynamics, accountability, and public performance are offered. We conclude by describing how the framework can be applied in future research in the fields of public and nonprofit governance.

Journal

Administrative Theory & Praxis – Taylor & Francis

Published: Apr 3, 2019

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