The Limits of Partnership: An Exit-Action Strategy for Local Democratic Inclusion

De Montfort University Open Research Archive

Show simple item record

dc.contributor.author Davies, Jonathan S. en
dc.date.accessioned 2012-06-12T08:56:29Z
dc.date.available 2012-06-12T08:56:29Z
dc.date.issued 2007-12-01
dc.identifier.citation Davies, J.S. (2007) The limits of partnership: an exit-action strategy for local democratic inclusion. Political Studies, 55 (4), pp. 779-800. en
dc.identifier.uri http://hdl.handle.net/2086/6155
dc.description Download at http://ssrn.com/author=1643345. en
dc.description The file attached to this record is the authors final peer reviewed version. The final publishers version can be found by following the doi link.
dc.description.abstract The challenge of enhancing the ‘democratic anchorage’ of partnerships has become a central concern in policy studies. Radical reform proposals designed to level the deliberative playing field include community veto powers and the appointment of neutral arbiters. Welcome as they would be, however, it is questionable whether such reforms would overcome power asymmetries in the partnership arena. A study of the local politics of social inclusion in two UK cities, Dundee and Hull, suggests that managerialism, driven by national governments, is eroding the prospects for partnership democratisation. But more significantly for the reformist agenda, public managers and community activists think in incompatible frames about the role of partnerships and in ways that are not understood by the other party. Non-communication undermines the prospects for an equitable deliberative consensus. Insights from Bourdieu suggest that even in more favourable deliberative environments than those in Dundee and Hull, subtle manifestations of power in culture, discourse and bearing would undermine the potential for a Habermasian consensus between radically unequal actors. In a radical departure from the network governance paradigm, it is therefore argued that empowerment may depend less on enhanced network democracy than on strong independent community organisation capable of acting separately and coercively against governing institutions and elites – an exit-action strategy. These preliminary conclusions point to a substantial research agenda on the politics of the state-civil society nexus. en
dc.language.iso en en
dc.subject partnership en
dc.subject Habermas en
dc.subject Bourdieu en
dc.subject exit action en
dc.title The Limits of Partnership: An Exit-Action Strategy for Local Democratic Inclusion en
dc.type Article en
dc.identifier.doi http://dx.doi.org/10.1111/j.1467-9248.2007.00677.x
dc.researchgroup Local Governance Research Unit en


Files in this item

This item appears in the following Collection(s)

Show simple item record