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
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).
David K. Jesuit
Professor, Department of Political Science and Public Administration
Central Michigan University
Mount Pleasant, MI 48859
Central Michigan University- Mt 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
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.
Focusing on a wide range collaborative economic development in diverse cities and regions in USA, Canada, Germany, India, Italy, and South Korea, the chapters explore what forces motivate the emergence of collaborative economic development efforts. Each chapter explores the factors which contribute to or hinder collaborative governance efforts for economic development and identifies lessons for overcoming challenges to creating communities that are economically resilient, environmentally sustainable and politically engaged in the era of globalization.
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.
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.
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.