Table of Contents
Acknowledgements
Chapter 1: Introduction
1.1 Protecting public values with more and more oversight …………………….. 1
1.2 Oversight effects within utility industries ……………………………………….. 2
1.3 Thesis outline ………………………………………………………………………………….. 5
Chapter 2: Theory: coping with value conflict
2.1 Oversight objectives and public values …………………………………………….. 9
2.2 Trade-offs: both unavoidable and impossible? …………………………………. 10
2.3 The conflict in principal-agent thinking ………………………………………….. 13
2.4 The multiple principals problem …………………………………………………… 15
2.5 Coping behavior ……………………………………………………………………………… 20
2.6 Conclusion …………………………………………………………………………………….. 29
Chapter 3: Research approach
3.1 Case studies ……………………………………………………………………………………. 33
3.2 Data sources …………………………………………………………………………………… 35
3.3 Transecting the organizations ………………………………………………………….. 39
3.4 Identifying public values …………………………………………………………………. 42
3.5 Summary ………………………………………………………………………………………. 44
Chapter 4: Introduction to the cases: utility provision in new institutional landscapes
4.1 Three network-based businesses ……………………………………………………… 45
4.2 New institutional landscapes …………………………………………………………… 54
4.3 Summary ………………………………………………………………………………………. 58
Chapter 5: Do the industries recognize value conflicts?
5.1 Examples of unrecognized conflicts ………………………………………………… 61
5.2 Discussion ……………………………………………………………………………………… 79
Chapter 6: Coping in the planning process
6.1 Central planning systems ………………………………………………………………… 83
6.2 Planning as decoupling ……………………………………………………………………. 90
6.3 Conclusion …………………………………………………………………………………… 100
Chapter 7: Coping in the operational process
7.1 Instruction cocktails ………………………………………………………………………. 103
7.2 Coupling versus decoupling …………………………………………………………… 110
7.3 Emergent coping …………………………………………………………………………… 124
7.4 Discussion: vulnerable values …………………………………………………………. 134
7.5 Conclusion …………………………………………………………………………………… 137
Chapter 8: Coping in the management process
8.1 Managers indirectly encounter operational coping …………………………….. 139
8.2 Managers reluctantly facilitate operational coping ……………………………. 150
8.3 Discussion: disconnected coping practices ……………………………………….. 161
Chapter 9: Should oversight bodies worry about value conflicts?
9.1 Oversight isolates itself from trade-offs ………………………………………….. 167
9.2 Oversight affects the industries’ coping …………………………………………… 172
9.3 Conclusion …………………………………………………………………………………… 184
Chapter 10: Conclusions
10.1 Unrecognized value conflicts ………………………………………………………… 189
10.2 Coping in three organizational processes ………………………………………. 190
10.3 Conceptualizing coping strategies …………………………………………………. 195
10.4 Decoupling as the predominant coping strategy ………………………………. 198
10.5 Theoretical implications for effective oversight ……………………………… 201
Chapter 11: Implications
11.1 The problem of rising coping pressures ………………………………………….. 205
11.2 The sum of problematic coping practices ……………………………………….. 210
11.3 Institutionalizing sensible coping …………………………………………………… 213
References ………………………………………………………………………………………. 219
Summary in Dutch …………………………………………………………………………. 231
Curriculum Vitae …………………………………………………………………………… 243
Epilogue ……………………………………………………………………………………….. 245
Abstract
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