<?xml version="1.0" encoding="UTF-8"?>
<!DOCTYPE root>
<article xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xmlns:ali="http://www.niso.org/schemas/ali/1.0/" article-type="research-article" dtd-version="1.2" xml:lang="en"><front><journal-meta><journal-id journal-id-type="publisher-id">RUDN Journal of Public Administration</journal-id><journal-title-group><journal-title xml:lang="en">RUDN Journal of Public Administration</journal-title><trans-title-group xml:lang="ru"><trans-title>Вестник Российского университета дружбы народов. Серия:  Государственное и муниципальное управление</trans-title></trans-title-group></journal-title-group><issn publication-format="print">2312-8313</issn><issn publication-format="electronic">2411-1228</issn><publisher><publisher-name xml:lang="en">Peoples’ Friendship University of Russia named after Patrice Lumumba (RUDN University)</publisher-name></publisher></journal-meta><article-meta><article-id pub-id-type="publisher-id">29649</article-id><article-id pub-id-type="doi">10.22363/2312-8313-2021-8-4-405-422</article-id><article-categories><subj-group subj-group-type="toc-heading" xml:lang="en"><subject>International Experience of Public Administration</subject></subj-group><subj-group subj-group-type="toc-heading" xml:lang="ru"><subject>Международный опыт государственного управления</subject></subj-group><subj-group subj-group-type="article-type"><subject>Research Article</subject></subj-group></article-categories><title-group><article-title xml:lang="en">Cooperative Governance and Local Economic Development in Selected Small Towns: A Case Study of the Western Cape Province, South Africa</article-title><trans-title-group xml:lang="ru"><trans-title>Совместное управление и местное экономическое развитие в отдельных малых городах: на примере провинции Западный Кейп, Южная Африка</trans-title></trans-title-group></title-group><contrib-group><contrib contrib-type="author"><contrib-id contrib-id-type="orcid">https://orcid.org/0000-0003-1153-9215</contrib-id><name-alternatives><name xml:lang="en"><surname>Kamara</surname><given-names>Richard D.</given-names></name><name xml:lang="ru"><surname>Камара</surname><given-names>Ричард Д.</given-names></name></name-alternatives><bio xml:lang="en"><p>PhD</p></bio><bio xml:lang="ru"><p>доктор философии</p></bio><email>dougrichy@gmail.com</email><xref ref-type="aff" rid="aff1"/></contrib></contrib-group><aff-alternatives id="aff1"><aff><institution xml:lang="en">Stellenbosch University</institution></aff><aff><institution xml:lang="ru">Стелленбошский университет</institution></aff></aff-alternatives><pub-date date-type="pub" iso-8601-date="2021-12-10" publication-format="electronic"><day>10</day><month>12</month><year>2021</year></pub-date><volume>8</volume><issue>4</issue><issue-title xml:lang="en">VOL 8, NO4 (2021)</issue-title><issue-title xml:lang="ru">ТОМ 8, №4 (2021)</issue-title><fpage>405</fpage><lpage>422</lpage><history><date date-type="received" iso-8601-date="2021-12-10"><day>10</day><month>12</month><year>2021</year></date></history><permissions><copyright-statement xml:lang="en">Copyright ©; 2021, Kamara R.D.</copyright-statement><copyright-statement xml:lang="ru">Copyright ©; 2021, Камара Р.Д.</copyright-statement><copyright-year>2021</copyright-year><copyright-holder xml:lang="en">Kamara R.D.</copyright-holder><copyright-holder xml:lang="ru">Камара Р.Д.</copyright-holder><ali:free_to_read xmlns:ali="http://www.niso.org/schemas/ali/1.0/"/><license><ali:license_ref xmlns:ali="http://www.niso.org/schemas/ali/1.0/">http://creativecommons.org/licenses/by/4.0</ali:license_ref></license></permissions><self-uri xlink:href="https://journals.rudn.ru/public-administration/article/view/29649">https://journals.rudn.ru/public-administration/article/view/29649</self-uri><abstract xml:lang="en"><p style="text-align: justify;">This article reports on a study based on cooperative governance and Local Economic Development (LED) in selected small towns in the Western Cape Province. The dearth of an integrative institutional framework to promote collaborative participation negatively influences local municipalities’ ability to successfully manage LED cooperatively with relevant stakeholders. Promoting such inclusive representation and participation of all relevant stakeholders provides a viable and complementary alternative to the traditional bureaucratic governance mechanism. The study investigated the specific factors involved in designing and implementing cooperative governance for LED in selected, comparable municipalities in the Western Cape. Specifically, the study aims to determine the push and pull factors for the successful functioning of cooperative governance aimed at promoting LED in those municipalities. Data were collected through three data collection instruments, namely, document review, interviews, and focus group discussions. The document review is complemented by data from interviews and focus groups discussion. The study contributes to the body of knowledge on cooperative governance by identifying the specific cooperative governance factors, enabling the efficacy and governance of LED in small towns, aimed at positively influencing municipalities’ ability to successfully manage LED cooperatively with relevant stakeholders. An in-depth understanding of the relationship and dynamics of these variables helps to offer recommendations as to how to improve the management and responsiveness to socio-economic concerns within the municipalities through improved LED governance.</p></abstract><trans-abstract xml:lang="ru"><p style="text-align: justify;">В статье представлены результаты исследования, основанного на анализе совместного управления и местого экономического развития в отдельных небольших городах провинции Западный берег (ЮАР). В работе отмечается отсутствие интеграционной институциональной основы для содействия совместному участию, что отрицательно влияет на способность местных муниципалитетов успешно управлять местное экономическое развитие (МЭР) совместно с соответствующими заинтересованными сторонами. Содействие такому инклюзивному представительству и участию всех заинтересованных сторон обеспечивает альтернативу традиционному бюрократическому механизму управления. В исследовании изучались конкретные факторы, влияющие на разработку и внедрение совместного управления для МЭР в выбранных сопоставимых муниципалитетах провинции. В частности, исследование направлено на определение факторов, влияющих на успешное функционирование кооперативного управления, направленного на продвижение местного экономического развития в рассмотренных муниципалитетах. Данные были собраны с помощью трех методов, а именно: обзор документов, интервью и обсуждение в фокус-группах. Исследование вносит вклад в совокупность знаний о совместном управлении, определяя конкретные факторы данного подхода, обеспечивающие эффективность управления МЭР в малых городах и способность муниципалитетов успешно управлять местным экономическим развитием совместно с соответствующими заинтересованными сторонами. Углубленное понимание взаимосвязи и динамики этих переменных помогает предложить рекомендации о том, как улучшить качество управления и реагировать на социально-экономические проблемы в муниципалитетах за счет улучшения управления в рамках МЭР.</p></trans-abstract><kwd-group xml:lang="en"><kwd>cooperative governance</kwd><kwd>LED</kwd><kwd>policy</kwd><kwd>legal framework</kwd><kwd>collaboration</kwd></kwd-group><kwd-group xml:lang="ru"><kwd>совместное управление</kwd><kwd>местное экономическое развитие</kwd><kwd>политика</kwd><kwd>правовые рамки</kwd><kwd>сотрудничество</kwd><kwd>социально-экономическая сфера</kwd></kwd-group><funding-group/></article-meta></front><body></body><back><ref-list><ref id="B1"><label>1.</label><mixed-citation>Nel E. Local Economic Development: A Review and Assessment of its Current Status in South Africa. Urban studies. 2001;38(7):1003-1024.</mixed-citation></ref><ref id="B2"><label>2.</label><mixed-citation>Nel E.L., Hill T.R., Goodenough C. Multi-stakeholder Driven Local Economic Development: Reflections on the Experience of Richards Bay and the uMhlathuze Municipality. Urban Forum Springer Netherlands. 2007;18(2):31-47.</mixed-citation></ref><ref id="B3"><label>3.</label><mixed-citation>Beyer A., Claire P., Anita S. The Role of Participation and Partnerships in Local Economic Development in Africa. New York: New York University’s Robert Wagner Graduate School of Public Service; 2003.</mixed-citation></ref><ref id="B4"><label>4.</label><mixed-citation>Kamara R.D. Capacity Building for Local Economic Development: An Evaluation of Training Initiatives in the Cape Winelands District. Diss. Nelson Mandela: Metropolitan University; 2015.</mixed-citation></ref><ref id="B5"><label>5.</label><mixed-citation>Phago K. Reengineering and Rethinking Municipal Service Delivery Through Local Economic Development (LED) Initiatives. Conference Paper presented at the 5th annual conference of SAAPAM held in Port Elizabeth; 2004.</mixed-citation></ref><ref id="B6"><label>6.</label><mixed-citation>Seduma M.P. The Impact of Local Economic Development on the Livelihood of Communities in Ba-Phalaborwa Municipality. Mopani District, Limpopo Province: South Africa; 2011.</mixed-citation></ref><ref id="B7"><label>7.</label><mixed-citation>Hofisi C. Scoring Local Economic Development Goals in South Africa: Why Local Government is Failing to Score. Mediterranean Journal of Social Sciences. 2013;4(13):591-595.</mixed-citation></ref><ref id="B8"><label>8.</label><mixed-citation>Bristow G., Adrian H. Building Resilient Regions: Complex Adaptive Systems and the Role of Policy Intervention. Raumforschung und Raumordnung. 2014;72(2):93-102.</mixed-citation></ref><ref id="B9"><label>9.</label><mixed-citation>World Bank Increasing the Effectiveness of Multi-stakeholder Initiatives through Active Collaboration. In Governance Working Paper WP1314. World Bank Publications; 2014.</mixed-citation></ref><ref id="B10"><label>10.</label><mixed-citation>Adger W.N. Social and Ecological Resilience: Are They Related?. Progress in Human Geography. (2000); 24(3):347-364.</mixed-citation></ref><ref id="B11"><label>11.</label><mixed-citation>Hill E., Howard W., Harold W. Exploring Regional Economic Resilience. Working paper No. 04; 2008. DOI:10.13140/RG.2.1.5099.4000</mixed-citation></ref><ref id="B12"><label>12.</label><mixed-citation>Chen B. Antecedents or Processes? Determinants of Perceived Effectiveness of Interorganizational Collaborations for Public Service Delivery. International Public Management Journal. 2010;13(4):381-407.</mixed-citation></ref><ref id="B13"><label>13.</label><mixed-citation>Ales M.W. Developing and Implementing an Effective Framework for Collaboration: The Experience of the CS2day Collaborative. Journal of Continuing Education in the Health Professions. 2011;13(1):13-20.</mixed-citation></ref><ref id="B14"><label>14.</label><mixed-citation>Bryson J.M., Barbara C.C., Melissa M.S. Designing and Implementing Cross-sector Collaborations: Needed and Challenging. Public Administration Review. 2015;75(5):647-663.</mixed-citation></ref><ref id="B15"><label>15.</label><mixed-citation>Olson C.A., Jann T.B., George C.M. Factors Contributing to Successful Interorganizational Collaboration: The Case of CS2day. Journal of Continuing Education in the Health Professions. 2011;31(1):3-12.</mixed-citation></ref><ref id="B16"><label>16.</label><mixed-citation>Franco M. Determining Factors in the Success of Strategic Alliances: an Empirical Study Performed in Portuguese Firms. European Journal of International Management. 2011;5(6):608-632.</mixed-citation></ref><ref id="B17"><label>17.</label><mixed-citation>Emerson K., Tina N., Stephen B. An Integrative Framework for Collaborative Governance. Journal of Public Administration Research and Theory. 2021;22(1):1-29.</mixed-citation></ref><ref id="B18"><label>18.</label><mixed-citation>O’Leary R., Yujin C., Catherine M.G. The Skill Set of the Successful Collaborator. Public Administration. 2012;72(1):70-83.</mixed-citation></ref><ref id="B19"><label>19.</label><mixed-citation>Kożuch B., Katarzyna S. Factors of Effective Inter-organizational Collaboration: a Framework for Public Management. Transylvanian Review of Administrative Sciences. 2016;47(4):97-155.</mixed-citation></ref><ref id="B20"><label>20.</label><mixed-citation>Ysa Tamyko., Vicenta S., Marc E. Determinants of Network Outcomes: The Impact of Management Strategies. Public Administration. 2014;92(3):636-655.</mixed-citation></ref><ref id="B21"><label>21.</label><mixed-citation>Dhanpat N., René V.W., Debbie R. Validation of the Thomson, Perry and Miller (2007) Collaboration Instrument in the South African Context. SA Journal of Human Resource Management. 2017;15(1):1-11.</mixed-citation></ref><ref id="B22"><label>22.</label><mixed-citation>Thomson A.M., James L.P., Theodore K.M. Linking Collaboration Processes and Outcomes: Foundations for Advancing Empirical Theory. Big Ideas in Collaborative Public Management. Routledge; 2014:107-130.</mixed-citation></ref><ref id="B23"><label>23.</label><mixed-citation>Kamara R.D. Creating Enhanced Capacity for Local Economic Development (LED) through Collaborative Governance in South Africa. Socio Economic Challenges. 2017;1(3):98-115.</mixed-citation></ref><ref id="B24"><label>24.</label><mixed-citation>Provan K.G., Patrick K. Modes of Network Governance: Structure, Management, and Effectiveness. Journal of Public Administration Research and Theory. 2018;18(2):229-252.</mixed-citation></ref><ref id="B25"><label>25.</label><mixed-citation>Bryson J.M., Barbara C.C., Melissa M.S. The Design and Implementation of Cross-Sector Collaborations: Propositions from the Literature. Public Administration Review. 2006;66(1):44-55.</mixed-citation></ref><ref id="B26"><label>26.</label><mixed-citation>Davies B. Communities of Practice: Legitimacy not Choice. Journal of Sociolinguistics. 2005;9(4):557-581.</mixed-citation></ref><ref id="B27"><label>27.</label><mixed-citation>Babbie E., Johann M. The Practice of Social Research: South African Edition. Cape Town: Oxford University Press Southern Africa; 2001.</mixed-citation></ref><ref id="B28"><label>28.</label><mixed-citation>Denzin N.K., Lincoln Y.S. Introduction: The Discipline and Practice of Qualitative Research. Strategies of Qualitative inquiry Sage Publications. 2008;1:1-43.</mixed-citation></ref><ref id="B29"><label>29.</label><mixed-citation>Esterberg K.G. Qualitative Methods in Social Research. Boston, Texas: McGrawn Hill Companies; 2002.</mixed-citation></ref><ref id="B30"><label>30.</label><mixed-citation>Jones S.R. (Re) Writing the Word: Methodological Strategies and Issues. Qualitative Research. Journal of College Student Development. 2002;43(4):461-473.</mixed-citation></ref><ref id="B31"><label>31.</label><mixed-citation>O’leary R., Nidhi V. Collaborative Public Management: Where Have We Been and Where Are We Going? The American Review of Public Administration. 2021;42(5):(2)507-522.</mixed-citation></ref><ref id="B32"><label>32.</label><mixed-citation>Eden C., Chris H. The Negotiation of Purpose in Multi-organizational Collaborative Groups. Journal of Management Studies. 2001;38(3):373-391.</mixed-citation></ref><ref id="B33"><label>33.</label><mixed-citation>Mattessich P.W., Barbara R.M. Collaboration: What Makes it Work. A Review of Research Literature on Factors Influencing Successful Collaboration. Amherst H. Wilder Foundation, 919 Lafond, St. Paul, MN 55104; 1992.</mixed-citation></ref><ref id="B34"><label>34.</label><mixed-citation>Mattessich P.W., Marta M., Barbara R.M. The Wilder Collaboration Factors Inventory: Assessing your Collaboration’s Strengths and Weaknesses. Fielstone Alliance; 2001.</mixed-citation></ref><ref id="B35"><label>35.</label><mixed-citation>Coe B.A. Open Focus: Implenenting Projects in Multi-organizational Settings. International Journal of Public Administration. 1988;11(4):503-526.</mixed-citation></ref><ref id="B36"><label>36.</label><mixed-citation>Hardy B., Adrian T., Gerald W. Innovations in Community Care Management: Minimising Vulnerability. Aldershot, England: Brookfield, Vt.: Ashgate Publishing; 1992.</mixed-citation></ref><ref id="B37"><label>37.</label><mixed-citation>Cepiku D. Network Performance: Toward a Dynamic Multidimensional Model. Network Theory in the Public Sector. 2013;1:188-204.</mixed-citation></ref><ref id="B38"><label>38.</label><mixed-citation>Agranoff R., Michael M. Big Questions in Public Network Management Research. Journal of Public Administration Research and Theory. 2001;11(3):295-326.</mixed-citation></ref><ref id="B39"><label>39.</label><mixed-citation>Crosby B.C., John M.B. A Leadership Framework for Cross-sector Collaboration. Public Management Review. 2005;7(2):177-201.</mixed-citation></ref><ref id="B40"><label>40.</label><mixed-citation>Vangen S., Diamond J., Keynes M. Researching Leadership for Collaborative Advantage. Methdological Challenges in Collective Leadership Research. NY: 3rd Collective leadership workshop; 2016.</mixed-citation></ref><ref id="B41"><label>41.</label><mixed-citation>Ospina S., Georgia S. A Constructionist Lens on Leadership: Charting New Territory. The Quest for a General Theory of Leadership. 2006;1:188-204.</mixed-citation></ref><ref id="B42"><label>42.</label><mixed-citation>Ospina S.M., Angel S. Paradox and Collaboration in Network Management. Administration &amp; Society. 2010;42(4):404-440.</mixed-citation></ref><ref id="B43"><label>43.</label><mixed-citation>Huxham C., Siv V. Working Together: Key Themes in the Management of Relationships Between Public and Non-profit Organizations. International Journal of Public Sector Management. 1996;9(7):5-17.</mixed-citation></ref><ref id="B44"><label>44.</label><mixed-citation>Huxham C., Siv V. Managing to Collaborate: The Theory and Practice of Collaborative Advantage. Routledge; 2013.</mixed-citation></ref><ref id="B45"><label>45.</label><mixed-citation>Keast R., Myrna P.M. A Composite Theory of Leadership and Management: Process Catalyst and Strategic Leveraging - Theory of Deliberate Action in Collaborative Networks. Network Theory in the Public Sector. Routledge; 2013.</mixed-citation></ref><ref id="B46"><label>46.</label><mixed-citation>Bolden R. What is Leadership? Centre for Leadership Studies: University of Exeter; 2004.</mixed-citation></ref><ref id="B47"><label>47.</label><mixed-citation>Kickert W.J., Erik-Hans K., Joop F.Ko., et. al. Managing Complex Networks: Strategies for the Public Sector. Sage; 1997.</mixed-citation></ref><ref id="B48"><label>48.</label><mixed-citation>Cepiku D., Filippo G. Co-Production in Developing Countries: Insights from the Community Health Workers Experience. Public Management Review. 2014;16(3):317-340.</mixed-citation></ref><ref id="B49"><label>49.</label><mixed-citation>Provan K.G., Patrick K. Modes of Network Governance: Structure, Management, and Effectiveness. Journal of Public Administration Research and Theory. 2008;18(2):229-252.</mixed-citation></ref><ref id="B50"><label>50.</label><mixed-citation>Klijn E., Jurian E., Bram S. Trust in Governance Networks: Its Impacts on Outcomes. Administration &amp; Society. 2010;42(2):193-221.</mixed-citation></ref><ref id="B51"><label>51.</label><mixed-citation>McGuire M. Managing Networks: Propositions on what Managers Do and why They Do It. Public Administration Review. 2002;62(5):599-609.</mixed-citation></ref><ref id="B52"><label>52.</label><mixed-citation>Agranoff R. Collaborating to Manage: A Primer for the Public Sector. Georgetown University Press; 2012.</mixed-citation></ref><ref id="B53"><label>53.</label><mixed-citation>Koppenjan J., Erik-Hans K. What Can Governance Theory Learn from Complexity Theory? Mirroring Two Perspectives. Routledge; 2013.</mixed-citation></ref><ref id="B54"><label>54.</label><mixed-citation>Pethe A., Sahil G., Vaidehi T. Assessing the Mumbai Metropolitan Region: A Governance Perspective. Economic and Political Weekly. 2011;46(26-27):187-195.</mixed-citation></ref><ref id="B55"><label>55.</label><mixed-citation>O’Toole L.J., Kenneth J.M. Public Management in Intergovernmental Networks: Matching Structural Networks and Managerial Networking. Journal of Public Administration Research and Theory. 2004;14(4):469-494.</mixed-citation></ref><ref id="B56"><label>56.</label><mixed-citation>Sørensen E., Jacob T. Introduction: Collaborative Innovation in the Public Sector. The Innovation Journal. 2012;17(1):1-14.</mixed-citation></ref><ref id="B57"><label>57.</label><mixed-citation>Sørensen E., Jacob T. Enhancing Public Innovation through Collaboration, Leadership and New Public Governance. New Frontiers in Social Innovation Research. London: Palgrave Macmillan; 2015.</mixed-citation></ref><ref id="B58"><label>58.</label><mixed-citation>Raab J., Patrick K. Heading toward a Society of Networks: Empirical Developments and Theoretical Challenges. Journal of Management Inquiry. 2009;18(3):198-210.</mixed-citation></ref><ref id="B59"><label>59.</label><mixed-citation>Lewis V.A., et al. The New Frontier of Strategic Alliances in Health Care: New Partnerships under Accountable Care Organizations. Social Science &amp; Medicine. 2017;190:1-10.</mixed-citation></ref><ref id="B60"><label>60.</label><mixed-citation>Liu T., Chia-Chen K. Reducing Agency Problem and Improving Organizational Value-Based Decision-Making Model of Inter-Organizational Strategic Alliance. Computational Economics: A Perspective from Computational Intelligence. IGI Global. 2006;1:290-307.</mixed-citation></ref><ref id="B61"><label>61.</label><mixed-citation>Gazley B., Jeffrey L.B. The Purpose (and Perils) of Government-nonprofit Partnership. Nonprofit and Voluntary Sector Quarterly. 2007;36(3):389-415.</mixed-citation></ref><ref id="B62"><label>62.</label><mixed-citation>Kucharska W. Relationships between Trust and Collaborative Culture in the Context of Tacit Knowledge Sharing. Journal of Entrepreneurship, Management and Innovation. 2017;13(4):61-78.</mixed-citation></ref><ref id="B63"><label>63.</label><mixed-citation>Martín-Rodríguez L.San, et al. The Determinants of Successful Collaboration: A Review of Theoretical and Empirical Studies. Journal of Interprofessional Care. 2005;19(1):132-147.</mixed-citation></ref><ref id="B64"><label>64.</label><mixed-citation>Klijn E., Bram S., Jurian E. The Impact of Network Management on Outcomes in Governance Networks. Public Administration. 2010;88(4):1063-1082.</mixed-citation></ref></ref-list></back></article>
