Mayors governance coalitions, and strategic capacity: drawing lessons from Germany for theories of urban governance
By: Gissendanner, Scott.
Material type:
ArticlePublisher: 2004Description: p.44-77.Subject(s): Economic and social development | Leadership | Mayor | Urban development | Local government
In:
Urban Affairs ReviewSummary: A comparison of two German cities responding in the 1980s to deindustralization directs our attention toward factors that explain how leaders build governance and strategic capacities a "crisis" situation, higher level government aid, party ties and how party competition, solidarity, friendship, and momentum. Factors that do not explain variation in these cases include the formal resources of strong-mayor city charters and the existence of a governance coalition. Mayors are in a unique position to increase governance capacity through informal means, and if they do, they often also increase strategic capacity. This effect, however, short term at best. - Reproduced.
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Articles
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Indian Institute of Public Administration | Volume no: 40, Issue no: 1 | Available | AR65393 |
A comparison of two German cities responding in the 1980s to deindustralization directs our attention toward factors that explain how leaders build governance and strategic capacities a "crisis" situation, higher level government aid, party ties and how party competition, solidarity, friendship, and momentum. Factors that do not explain variation in these cases include the formal resources of strong-mayor city charters and the existence of a governance coalition. Mayors are in a unique position to increase governance capacity through informal means, and if they do, they often also increase strategic capacity. This effect, however, short term at best. - Reproduced.
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