000			01321pab a2200169 454500
008			180718b2012 xxu||||| |||| 00| 0 eng d
100			_aPurdy, Jill M.
245			_aA framework for assessing power in collaborative governance processes
260			_c2012
300			_ap.409-417.
362			_aMay-Jun
520			_aThe growing use of collaborative methods of governance raises concerns about the relative power of participants in such processes and the potential for exclusion or domination of some parties. This research offers a framework for assessing power that considers authority, resources, and discursive legitimacy as sources of power and considers the participants, the process design, and the content of collaborative governance processes as arenas for power use. A case study of a collaborative governance process is presented and analyzed using the power framework. Implications for the design of collaborative governance processes are discussed, including the benefits of a multidimensional definition of power, tools formanaging power imbalances among participants, and strategies that participants can use to participate more fully in collaborative governance processes. - Reproduced.
650			_aPublic administration
773			_aPublic Administration Review
908			_aN
909			_a96023
999			_c96023 _d96023