Transnational Initiative on Governance Research and Education Network

The Transnational Initiative on Governance Research and Education Network, or “TIGRE Net,” is an international group of scholars, students and field specialists dedicated to identifying the opportunities and challenges public managers confront in the global economy and to providing them with the strategies and skills necessary to overcome obstacles to domestic, cross-border and international coordination.

Outputs from the TIGRE Net include several academic conferences and workshops, which have been supported by a grant from the Canadian Social Science and Humanities Research Council (SSHRC) and academic partners in the US, Italy and Canada.

Research from these events has or will be published in a number of academic outlets, including journals such as the International Journal of Public Administration (IJPA), the International Journal of Public Sector Management (IJPSM) and an edited volume to be published by the Taylor and Francis Group as part of the American Society for Public Administration’s (ASPA) series on public administration. Core partners of TIGRE Net include universities in the US (Central Michigan University & California State-Long Beach), Italy (the University of Rome “Tor Vergata” & the University of Macerata) and Canada (York University (Toronto) and Brock University (St. Catharines).


  • ​Central Michigan University - Mount Pleasant, MI
  • California State - Long Beach, CA
  • University of Rome "Tor Vergata"
  • University of Macerata - Marcerata, Italy
  • York University - Toronto, Canada
  • Brock University - St. Catharines, Ontario


Collaborative Governance for Local Economic Development: Lessons from Countries around the World
Publisher: Routledge Critical Studies in Public Management (2019)
Edited by: Denita Cepiku, So Hee Jeon, David K. Jesuit 

Although collaborations for local and regional economic development have been popular in recent years, it is not yet wholly clear when or how such efforts bring successful outcomes. Using an integrative conceptual framework for collaborative governance, this innovative collection provides a systematic and interdisciplinary analysis of real-world collaborative networks for local and regional economic development. By focusing on collaborative governance and its implications for the ability of policies to meet the challenges of the 21st century, it provides lessons for researchers in public management, urban planning/development, public policy, and political science, as well as practitioners interested in promoting local economic development.

Governance and Public Management: Strategic Foundations for Volatile Times​
Publisher: Routledge (2014)
Edited by: Charles Conteh, Thomas Greitens, David Jesuit, and Ian Roberge

This book addresses the premise that the key difference between success and failure for most governance systems is the ability to resolve existing social, cultural, economic and environmental challenges that constrain adaptation.  Local, regional and national systems differ in how they are designed to organize effective participation and in how they create innovative ideas for missions, goals, strategies and actions. They also differ in how they build effective coalitions needed to adopt, guide, and protect strategies and actions during implementation as well as build competence and knowledge to sustain implementation.  The book presents the strategic foundations for government’s role in fostering, managing and adapting to societal transformation in a volatile world.

M​aking Multilevel Public Management Work: Stories of Success and Failure from Europe and North America
Publisher: CRC Press (2013)
​Edited by: Denita Cepiku, David K. Jesuit, and Ian Roberge

A collaboration from scholars involved with the Transnational Initiative on Governance Research and Education, this book brings together two strands of literature--multilevel governance and public management--and draws conclusions on practices of public management in multilevel governance settings.  It underscores factors essential to making multilevel public management work, namely coordination and collaboration, and new skills and leadership capacities.