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The three governance modes of state, market and network have long been recognized as key forms of social organization. However, the failure of these modes to solve complex public problems has meant that new hybrid arrangements drawing on and mixing the strengths of each mode have come to the fore. This situation results in what is contended to be a “crowded” policy domain which may erode the potential for positive service delivery and programme outcomes. This paper argues that policy and decision-makers need to recognize the difference between these modes and select optimal mixes. The paper proceeds by tracing the evolution of the expanded mix. It sets out a coherent framework to aid decision-making and explores the challenges faced by governments in balancing the structural and operational mechanisms necessary to sustain the engagement of such a diverse set of players

This study aims to provide an empirical test of an existing theoretical model depicting the governance modes used by international franchisors when entering international markets.

Using a unique panel data set of 222 market expansions by US firms over a seven-year period, this paper tests hypotheses regarding the factors affecting the franchisors’ choice of governance modes when entering foreign markets.

Franchisors use governance modes with lower levels of control when faced with environmental uncertainties due to corruption, economic downturns and when the geographic distance is large. Moreover, the franchise system assets and its local market assets also affect the choice of governance modes.

Firms need to balance the costs of environmental uncertainty with the need to safeguard the firm’s capabilities and resources using governance modes with appropriate levels of control. This balance changes as the franchise company gains more experience in the local market and as once-emerging markets continue to develop.

This research identified additional governance modes used by franchisors compared to previous studies. Using multiple theoretical perspectives, the study supported significant portions of the Jell-Ojobor and Windsperger (2014) model of franchisor governance mode choice.

The purpose of this paper is to contribute to the conceptualisation of state-owned enterprises (SOEs) as a mode of governance in marketisation via the perspective of historical institutionalism.

The paper is based on a qualitative case study of the marketisation of Danish passenger rail from the 1990s to date where marketisation has been set on hold since 2011 due to the activities of the SOE.

The paper shows that market governance was layered on the hierarchal governance of the SOE that was later turned into a hybrid governance mode through corporatisation. This layered set-up provided the state with a double governance grip that drove marketisation until 2011. However, the SOE as a hybrid created ripple effects between the market and the hierarchy that hampered the marketisation. The hierarchical governance turned towards centralisation and market governance was put on hold. The hybridity of the SOE was endogenously displaced via closing down of commercial activities, leading to a re-conversion of the SOE towards the hierarchical mode.

The paper contributes to the discussions about hybridity and re-centralisation in post-NPM era. It presents a case on how hybridity is altered and evolves in SOEs as a hybrid mode of governance between hierarchy and market in marketisation and how this can lead to re-centralisation.

Healthcare organisations exhibit detail and dynamic complexity. It has been argued that discrete event simulation (DES) is ideal for problems exhibiting detail complexity and system dynamics (SD) lends itself naturally to comprehend dynamic complexity. Appreciating the complexity of healthcare, this paper proposes the use of hybrid simulation wherein both SD and DES are integrated symbiotically. The paper further aims to describe how different forms of hybrid simulation can be applied to different modes of governance in UK healthcare.

In order to find different ways that hybrid simulation can be effectively applied to different problem contexts, a literature review has been conducted to find existing hybrid studies. A meta‐review of literature on different modes of governance in UK healthcare has also been conducted.

It has been induced from the literature review that hybrid simulation can be used in three different formats: hierarchical format, process‐environment format, and integrated format. Literature on different modes of governance in UK healthcare further points out that there are three modes of governance in UK healthcare: top‐down performance hierarchical mode, network partnership mode, and quasi‐market mode.

It is believed that hybrid simulation will aid in forming a synergy between strategic and operational management. One of the limitations of this paper is that it does not provide any guidance with respect to technical automation of integration between SD and DES.

This paper proposes the use of hybrid simulation for complex healthcare problems and the way it can contribute towards effective decision making within different modes of governance.

Recent changes in university systems, debates on academic freedom, and changing roles of knowledge in society all point to questions regarding how higher education and research should be governed and the role of scientists and faculty in this. Rationalizations of systems of higher education and research have been accompanied by the questioning and erosion of faculty authority and challenges to academic collegiality. In light of these developments, we see a need for a more conceptually precise discussion about what academic collegiality is, how it is practiced, how collegial forms of governance may be supported or challenged by other forms of governance, and finally, why collegial governance of higher education and research is important.

We see collegiality as an institution of self-governance that includes formal rules and structures for decision-making, normative and cognitive underpinnings of identities and purposes, and specific practices. Studies of collegiality then, need to capture structures and rules as well as identities, norms, purposes and practices. Distinguishing between vertical and horizontal collegiality, we show how they balance and support each other.

Universities are subject to mixed modes of governance related to the many tasks and missions that higher education and research is expected to fulfill. Mixed modes of governance also stem from reforms based on widely held ideals of governance and organization. We examine university reforms and challenges to collegiality through the lenses of three ideal types of governance – collegiality, bureaucracy and enterprise – and combinations thereof.

Public procurement is important in itself but is also an important intervening force in some business networks. Two aspects are of particular interest. The first is that public purchasing is an important ingredient in public policy in relation to a number of business networks; it is substantial in areas such as transportation, communication, health care and defence, where the ‘public’ is often the most dominating actor. As such it can be one of the measures in innovation policies, as well as in regional and local development policies. The second aspect is that public purchasing is highly regulated by law, based mostly on the assumption of ‘homogeneous, competitive, product markets’. That restricts public procurement in forming close and continuous supplier relationships, thus making more effective use of these relationships, particularly for development purposes. A consequence is that suppliers’ capabilities cannot be used in the same way as in the private sphere. The chapter concludes with a discussion of current developments in regulation that allow closer collaboration with suppliers and the likely benefits, a feature that has been evidenced in prior Industrial Marketing and Purchasing (IMP) research.

The purpose of the paper is to analyse the changing of governance modes for the acquisition of external technology in the context of design driven innovation.

This is an explorative study drawing on cases of new product development (NPD) by six design‐oriented Italian firms. In analyzing the cases a longitudinal approach is taken.

The analysis of the cases shows a similar pattern for technology sourcing during the NPD process, starting with informal networks and ending with hierarchical structures. In the early stages of NPD, when market uncertainty and technological uncertainty are very high, these companies choose an informal network. However, once the product concept is defined and the companies need to become familiar with a technology, they move to strategic alliances with partners. In the final stages of NPD, more hierarchical structures seem to prevail.

There are two main limitations of the study. The paper investigates the influence of uncertainty on the choice of governance modes and does not consider other variables that could impact on choice such as assets specificity, frequency of transactions, product complexity, cultural distance among partners, etc. Another limitation of the study is the small set of cases.

From a managerial point of view, this study suggests that firms which develop successful design‐driven innovations follow an organizational pattern for technology sourcing during the NPD process, starting with informal networks and ending with hierarchical structures. Thus it is extremely important for these firms to have an open‐minded management that fosters the creation of a wide external network. This openness shown by the firms towards collaboration with other organizations in order to acquire ideas, new materials and knowledge must be offset by the secure protection of the results of the innovation process. Managers must foresee these needs and find ways to safeguard the results obtained through experimentation by means of patents or exclusive contracts with the supplier.

The paper contributes to the research on the theme of design‐driven innovation, analyzing the evolution and change in governance modes across the new product development process. It thus differentiates from the existing literature adopting a dynamic view, where multiple transactions are taken into consideration.

We examine the mode of international expansion as an equilibrium governance contract between home country and host country factor owner. The focus is on agency costs, a form of transactions costs. Two phenomena are shown to be related to the agency costs imposed by factor owners: (i) the choice of different modes of international expansion by one firm in different locations, and (ii) the simultaneous occurrence of several forms of foreign involvement in the same location. We attempt to characterize the dynamic relationship between the mode of an offshore operation and changes in factor market conditions that affect agency costs.

I argue that distinctive attributes of foreign affiliates, arising from their foreignness and multinationality, affect their choices between networks, market, and hierarchy as alternative modes of governance. Comparative analyses of 193 foreign and local professional services firms in London confirm these theoretical expectations. Market relationships are the preferred mode of foreign affiliates, challenging the view of the MNEs hierarchy as a major source of resources of affiliates. I outline direction for future research that follows from this study, including further inquiry into the distinctiveness of the MNE and the study of international activities of professional services firms.