Hybridization of territorial development management

Summary

Abstract

The paper reveals the nature and forms of hybrid phenomena perceived in managing territorial development. The author's reflection observes hybrid phenomena in governance and spatial management to indicate hybridization as a specific operation pattern in the increasing complexity of territorial events. The essence of hybridization of development management represents an agile shift from hierarchical, vertically organized governance and management systems towards solutions distributed in the network and horizontal governance ecosystems. It means building social and managerial relations on a contractual basis in place of hierarchical dominion and coercion but also the dissemination of practices such as multi-level management, multi-sector partnerships, crowdsourcing, and crowdfunding.

Keywords: hybridization, territorial development management, governance, spatial management, network governance, multi-sector partnerships

Introduction

The paper reveals the nature and forms of hybrid phenomena identified in managing territorial development. The author's reflection observes hybrid phenomena in governance and public management to indicate hybridization as a specific operation pattern in the increasing complexity of territorial phenomena. This attempt aims to create a model in the form of a set of fundamental instruments that could serve as recommendations for the creators of the future of territorial units.

The essence of hybridization of governance and spatial management

A review of the scientific literature related to various forms of hybridization in governance and spatial management reveals fragmentary treatment of this problem. It is worth mentioning selected publications. Governance or management hybridization is most often described in the context of mixed organizational structures and their reciprocal impacts ( Johanson and Vakkuri, 2018; Andersen and Sand, 2012). One example is large state-private companies that exert state control over economic life in countries such as Russia and Kazakhstan (Khana, 2012). In general, many publications refer to public-private partnerships in the provision of public services (Czarniawska and Solli, 2016; German and Keeler, 2010; Johanson and Vakkuri, 2018; Logvinov and Lebid, 2018), as well as their impact on public affairs management. Also essential are considerations regarding territorial cooperation in triple, quadruple, and quintuple helix models (Etzkowitz and Leydesdorff, 2000; Miron and Gherasim, 2018; Carayannis et al., 2012).