(2018). Complexity theory and public management: a ‘becoming’ field. Public Management Review: Vol. 20, Special issue: Complexity Theory in Public Administration – State of Theory and Practice. Guest editors: Elizabeth Anne Eppel and Mary Lee Rhodes, pp. 949-959.

Complexity in public sector systems requires leaders to balance the administrative practices necessary to be aligned and efficient in the management of routine challenges and the adaptive practices required to respond to dynamic circumstances. Conventional notions of leadership in the field of public administration do not fully explain the role of leadership in balancing the entanglement of formal, top‐down, administrative functions and informal, emergent, adaptive functions within public sector settings with different levels of complexity. Drawing on and extending existing complexity leadership constructs, this article explores how leadership is enacted over the duration of six urban regeneration projects representing high, medium, and low levels of project complexity. The article suggests that greater attention needs to be paid to the tensions inherent in enabling leadership if actors are to cope with the complex, collaborative, cross‐boundary, adaptive work in which they are increasingly engaged.

Nature-based solutions (NBS) to address societal challenges have been widely recognised and adopted by governments in climate change and biodiversity strategies. Nevertheless, significant barriers exist for the necessary large-scale implementation of NBS and market development is still in its infancy. This study presents findings from a systematic review of literature and a survey on private sector agents in the planning and implementation of NBS, with the aim to identify them. In this study, we propose a typology for organisations delivering NBS and a categorisation of their economic activities. The most common organisation type found is nature-based enterprise which offers products or services where nature is a core element and used sustainably and engages in economic activity. Moreover, eleven categories of economic activities were identified, ranging from ecosystem restoration, living green roofs, and eco-tourism to smart technologies and community engagement for NBS. Nature-based enterprises contribute to a diverse range of sustainable economic activities, that standard industry classification systems do not adequately account for. The recognition of the value created by these activities is essential for designing effective policy support measures, and for market development of the sector and its potential to facilitate the wider adoption of NBS.

Purpose: This paper seeks to extend the analysis of performance management regimes by Bouckaert and Halligan to other countries in order to contribute to the developing theory of forms and challenges in public sector performance management.Design/methodology/approach: The state of performance management and the context in which it has evolved is assessed in seven different countries using dimensions drawn from Bouckaert and Halligan's work along with elements from earlier work by Pollitt and Bouckaert. These are summarized in a table and comparisons made to generate additional insights into the factors that influence the shape and speed of public management evolution.Findings: The paper finds that the Bouckaert and Halligan framework for analyzing public sector performance management is useful, albeit with some modifications. Specifically, it finds that administrative culture is a key factor influencing the speed of reform and that the attitude of elites (politicians and civil servants, in most cases) is also a vital piece of the puzzle that was not included in Bouckaert and Halligan, but did appear in the earlier framework of Pollitt and Bouckaert. It also finds evidence that economic and political crises occurring together accelerate the introduction of integrated performance management systems, but that trust in government does not appear to be a significant factor. Finally, the paper observes that, absent political crisis/commitment, governments will prioritise “external” performance measures such as customer service, participation and transparency objectives over “internal” performance measures such as financial, staff management and whole of government reporting.Originality/value: The countries studied provide a rare insight into lesser‐known performance management regimes and the use of the Bouckaert and Halligan framework allows for comparisons to earlier (and future) research. The findings will be of interest to scholars in public administration reform and performance management.

Nature-based enterprises (NBEs) have recently emerged as important actors in the delivery of nature-based solutions (NBS) to societal challenges, but little is known about the context in which they operate and the factors influencing their development. The empirical research undertaken in this study provides a first insight into the most significant barriers and enablers nature-based enterprises face in their external environment. Findings were drawn from a review of literature triangulated with a survey of 148 nature-based enterprises and interviews with the founders/CEOs of 22 NBEs. Political factors were identified as the most significant external influence, with increased awareness and incorporation of NBS into relevant policies and economic instruments seen to play a significant role in market development. Conversely, policy inconsistencies and poorly designed public procurement approaches present significant challenges. Other key influencing factors relate to financing (both public and private), lack of industry standards and impact measurement. Industry networking and access to education, training and skill development emerged as key enablers, with university collaborations highly regarded. Further in-depth research is recommended to explore indications of disparities in the levels of awareness, financing, and skills gaps across different regions of Europe and different nature-based economic activities.

(2003). Understanding Public Service Systems: Is There a Role for Complex Adaptive Systems Theory? Emergence: Vol. 5, No. 4, pp. 57-85. doi: 10.1207/s15327000em0504_6