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Governance of Security lecture notes + exam questions
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Governance of securityLecture 1: Institutions
Scott, R. (2001). Institutions and Organizations (2nd ed.) SAGE. (Read Chapter 3 - Three Pillars of Institution, pp. 47-70).
Guala, F. (2016). Understanding Institutions: The Science and Philosophy of Living Together. Princeton University Press.
(Read Chapter 1, pp. xvii-xxx; e-book available through LU library catalogue).
Schmidt, A., Boersma, K., & Groenewegen, P. (2018). Management strategies in response to an institutional crisis: The case
of earthquakes in the Netherlands. Public Administration, 96(3), 513-527
What are institutions? (Sociology + philosophy):
Guala: “lets look around and describe what we see”: institutions are everywhere
Now, if institutions are every where, what are they NOT?
Non-institutional;
o Biological
o Chemical
o Physical
Perspectives, phenomena, and their properties (for instance)
Social behavior, rules or events that are
o Incidental
o In-flux/evolving
o Individual
What are they?
Institutional phenomena:
o Humanly created, social, collective, shared, interaction-oriented
o Functional, coordinating action/behavior
o Uncertainty reduction, provide assurance
o Stable, persistent, change-resistant
o Formal or informal rules: valued, endorsed, agreed upon
o Equilibrium: persist as long as a critical mass has no incentive to deviate
Guala argues that these are opposite approaches (rules vs equilibria)
Traffic example: Milan, Rome and Naples
If institutions are rules, how do they influence behavior? Plenty of
ineffective rules, for example traffic lights regulation, some
circumstances they follow, some they ignore it (in the different cities)
Effective rules: backed up by a system of incentives and expectations
Institutions: for example Shell, Marriage,
- Rules and behavior as structure, but
- Can collapse
- Virtue by big group that compliance to these behaviors in the same way
o If tomorrow everyone sees money in another way, money is not worth the same
o If people start ignoring traffic lights, it is not a rule anymore
What are they? (Governance)
- Institutions cannote stability but are subject to change processes both incremental and
discontinuous (Scott, p. 48)
This speaks to Guala’s distinction between a rule versus equilibrium approach
Rules: provide stability, reduce uncertainty, govern expectations, change incrementally,
subject to erosion
Equilibria: can be overturned, when deviation reaches a tipping point, we see
disruption/discontinuity, big shifts, revolutionary change.
,Let’s unpack
1. Traffic light
2. Tea time: Holland you drink to avoid de-hydration, but tea time in England stands for a real
break
3. WHO: institutionalized to some degree, toothless tiger, declaration of public health
emergencies, clarify pandemics, but cannot force countries to do certain actions. It is
dependent on the follow ups of their policy regulations by countries. Does have influence, but
cannot implicit the rules
4. Mafia: it is an organization that has a hierarchy, behaviour, rules, expectations, holds power
over people, installs fear, values attached to it
Institutions are not perse good, can be any type of evil
What are they?
Social structures that have attained a high degree of resilience
o Composed of cultural-cognitive, normative and regulative elements that, together
with associated activities and resources, provide stability and meaning to social life
o Transmitted by various types of carriers, including symbolic systems, relational
systems, routines and artifacts
o Operating at multiple levels of jurisdiction, from the global system to localized
interpersonal relationships
Philip selznick’s organizations as institutions
An institution, in its most general characterization, is nothing more than a “stable, valued,
recurring pattern of behavior”
Selznick (1957) defined an institution as an organization or administrative system that is
“infused with value beyond the technical requirements of the task at hand” institutionalization
refers to the process by which an organizational system takes on the characteristics of an
institution. When organizational leaders control, manage, or guide this process of becoming
an institution, we speak of institutional design or, preferably, institution building.
What are they?
Social structures that have attained a high degree of resilience
o Composed of cultural-cognitive, normative and regulative elements that, together
with associated activities and resources, provide stability and meaning to social life
o Transmitted by various types of carriers, including symbolic systems, relational
systems, routines and artifacts
o Operating at multiple levels of jurisdiction, from the global system to localized
interpersonal relationships
Institutions cannote stability but are subject to change processes both incremental and
discontinuous
Balance between preservation and responsiveness
Back to Selznick’s institutions – that are fundamentally different from organizations also in
terms of resilience and change
An organization
o Is nothing more (or less) than a formal association of individuals whose efforts are
more or less purposefully related to the attainment of some formulated goal
o Can be terminated as soon as the goal is accomplished or whenever powerholders feel
the organization is no longer of any use
o “refers to an expendable tool, a rational instrument engineered to do a job”
The U.S. federal helium reserve, the national recovery administration, the rural electrification
administration
, - No profit based
- No market to compete in
- Funded
- Immortality??
- Once the purpose is fulfilled they collapse
- Most collapse after 5 years
- Federal helium reserve: mission to guarantee national helium reserve for airships (who did not
exist anymore) outlived it’s purpose
- If organization lives more than 12 years, it strikes roots, it lasts forever
o Expectations + dependencies + expands purpose
Public organizations don’t compete for consumers and their purchasing power
They compete for:
A share in a finite budget
Public legitimacy (they need to perceived as useful, valuable, indispensable, etc)
Support by democratic representatives
Positive attention or positive press
A good reputation
Scott p. 52 (institutions as norms, rules): three pillars
1. Regulative
2. Normative
3. Cultural-cognitive
Pillar
Regulative Normative Cultural-cognitive
Basis of compliance Expedience Social obligation Taken- for-
grantedness
Basis of order Regulative rules Binding expectations Constitutive schemes
Mechanisms Coercive Normative Mimetic
Logic Instrumentality Appropriateness Orthodoxy
Indicators Rules, laws, sanctions Certification, Common beliefs,
accreditation shared logics
Base of legitimacy Legally sanctioned Morally governed Comprehensible,
recognizable,
culturally supported
Example Government agency Sports (not Religions: set of
responsible for professional). Play a answers,
enforcing game of soccer: there conceptualizations,
environmental are behavior rules and that are in itself an
regulations. Agency rules of game, but institution
has authority to issue
permits, inspect
facilities, and take
enforcement actions
against companies that
violate environmental
laws. Or Labor Union
Case example: Groningen Gas Exploitation and Earthquakes
Gasvelden in Groningen hebben een hele hoop geld opgeleverd, waardoor Nederland een
welvarend lang is
Timeline:
, 1950s: discovery, euphoria and: pressure to fully exploit before the end of the century
1960s: ‘the making of’: NL became fully gas-dependent, major infrastructure investments,
contracts
1970s: soaring revenues, financing our welfare state
1980s: soaring revenues, complaints, compensating for major economic decline, first links
with eathquakes
1990s: more earthquakes, more complaints, more research, damage claims
2000s: same
2010s: regulatory authority warns, largest earthquake, report Safety Board
2020s: parliamentary inquiry
2030s: no more gas exploitation in Groningen?
Revenues:
Earthquakes:
- Increased in severity and in frequency
- Causality of earthquakes and winning of gas
o A lot of data needed, but was not available
o Up to 1990s gas and earthquakes had no correlation
Ring of power
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