فراحکمرانی، گامی در ارتقای الگوی حکمرانی؛ مورد مطالعه: صنعت پتروشیمی ایران (مقاله علمی وزارت علوم)
درجه علمی: نشریه علمی (وزارت علوم)
آرشیو
چکیده
علیرغم نقاط قوت حکمرانی عمومی جدید، پژوهشگران ضرورت حکمرانی بر حکمرانی شبکه ای یا فراحکمرانی و تضمین تحقق منافع عامه و اثربخشی فعالیت های بازیگران شبکه را متذکر شده اند. اما بعضی از اندیشمندان، فراحکمرانی را حکمرانی بر هر رویه حکمرانی دانسته اند که موضوع تحقیق پیش رو می باشد. این پژوهش در جستجوی تبیین الگوی فراحکمرانی نظام حکمرانی موجود صنعت پتروشیمی و رفع چالش های مرتبط با فقدان راهبردی مرکزی می باشد. استخراج الگو با کمک روش داده بنیاد ساخت گرا و از طریق انجام مصاحبه های عمیق با 22 نفر (نمونه گیری گلوله برفی و اقتضای نمونه گیری نظری) از خبرگان، مدیران و صاحب نظران در بخش های عمومی، خصوصی و مردم نهاد صنعت وکد گذاری اولیه، متمرکز و یادداشت های تحلیلی انجام گردید. 20 مقوله تئوریک یافت شده در سه دسته طراحی، راهبری و ارزیابی و با ارتباطی سیستماتیک، الگوی فراحکمرانی صنعت را به تصویر کشیده است. نتایج این پژوهش فراحکمران را مسئول طراحی نظام حکمرانی صنعت در قالب تبیین ترکیب حکمرانی و نقش بازیگران، سیاستگذاری و برنامه ریزی کلان صنعت؛ راهبری آن از طریق تدوین الزامات و معیارهای کارکردی و حرفه ای، تعبیه چارچوب ها و اعمال هماهنگی و اطمینان از هم راستایی فعالیت ها با برنامه های کلان، تسهیل منابع مالی، اطلاعاتی و زیرساخت ها و هم چنین تلاش جهت توانمندسازی و چاره جویی دانسته که نهایتا نیز ارزیابی این نظام را با پاسخگو کردن بازیگران در قبال تحقق سیاست ها، برنامه های کلان، الزامات و معیارها، اخذ بازخورد ها و مطالبه اصلاحات و در صورت لزوم اجبار به انجام می رساند. اعمال فراحکمرانی، از طریق اصلاحاتی در اسناد بالادستی و ساختار و تجدید نظر در وظایف واحدهای سازمانی (در سطوح متفاوت) ستاد وزارت نفت و شرکت ملی صنایع پتروشیمی ایران، امکان پذیر می باشد.Meta-Governance, a Step in Improving the Governance Model Case of study: Petrochemical industry of Iran
Despite the strengths of the new public governance, researchers have noted the necessity of governance over network governance or meta -governance and ensuring the achievement of public interests and the effectiveness of network actors' activities. But some theorists have considered meta -governance as governance over any governance mode, which is the subject of future research. This research seeks to find the meta–governance model of the existing governance system of the petrochemical industry and solve the challenges related to the lack of a central strategy. Pattern extraction with the help of structured grounded theory method and through in-depth interviews with 22 people (snowball sampling and the necessity of theoretical sampling) from experts and managers in public and private sectors of industry as well as NGO and the initial and centralized coding and analytical notes were done. The 20 theoretical categories found in three clusters and with a systematic connection, have depicted the model of the meta -governance of the industry. The results of this research put meta -governor responsible for designing, steering and evaluating the governance system of the industry by explaining the composition of governance and the role of actors, policymaking and macro planning of the industry and the formulation of functional and professional requirements and criteria; Embedding frameworks and implementing coordination and ensuring the alignment of activities with macro plans; Facilitation of financial resources, information and infrastructures, as well as efforts to empower and find solutions And finally, the actors should be held accountable for the realization of the policies, macro plans, the requirements and standards, and by obtaining feedback, meta -governor should demand reforms and force them if necessary. Applying this meta-governance is possible through amendments in the superior documents and the structure and revision of the duties of the organizational units (at different levels) of the headquarters of the Ministry of Petroleum and the National Company of Petrochemical Industries of Iran.Introduction Network governance has some weaknesses in decision-making mechanisms and coordination between different actors; The absence of a system for evaluating the activities of network actors in line with accountability and the possibility of tending to the interests of specific groups and individuals and leaving public interests behind (Osborn, 2010, 41-43). This delegated power requires a larger central strategy or meta-governance to increase effectiveness and improve legitimacy (Sorensen and Torfing, 2016; Sorensen and Torfing, 2009). Another group of theorists, however, consider meta-governance as governance over different governance procedures and believe that the other two styles of governance, i.e., hierarchy and market, will also remain in force and will be subject to meta-governance (Jesop, 2003). Although frameworks have been presented on how to apply meta-governance to governance networks and most of the field researches have been conducted in this area, but the framework of meta-governance from the perspective of meta-governance as governance over different governance procedures is still at the beginning of its verification process. Therefore, the current research aims to search for a model for applying meta-governance over each of the three governance styles (existing in Iran's petrochemical industry).Case study The current study was carried out in petrochemical industry of Iran. In the governance system of the petrochemical industry, in addition to the network governance, there are two market modes and hierarchy, and one of the governance challenges of this industry is the absence or meta-governance, which the present research seeks to extract this model.Materials and Methods The current research is in an interpretative paradigm, with a simultaneous developmental and practical approach, and will use qualitative methodology. Because in the present research, seeking to find the hidden pattern of supra-governance in Iran's petrochemical industry by searching the experiences and views of the research participants in the governance system of Iran's petrochemical industry with specific spatial, cultural and situational characteristics, the research method is constructivist grounded theory (Charmez, 1390, 235). The statistical population and sample of the research is composed of three groups of selected experts and managers (non-random snowball sampling method) in the public and private sector of the industry and NGOs. A total of 24 in-depth interviews were conducted and initial and centralized coding and analysis continued from the first interview until reaching the research model.Discussion and Results From the very beginning of the research, the coding of the recorded in-depth interviews started based on the Charms method. The produced codes (primary, centralized), concepts and categories have been reviewed and modified many times. According to Charmez's point of view, classification was used in the service of emerging theory (pattern) for theoretical integration and comparison of categories (Charmez, 2010, 209). The theoretical categories of each clusters have a high internal coherence and their conceptual connection has made the classification possible. The explanation of the connections between theoretical concepts and categories in the model is also presented using diagramming. The three clusters of design, steering and evaluation of the governance system in the model have a two-way relationship and envision meta-governance responsibilities in the form of a system with prerequisite communications and feedback. The responsibilities of the meta-governance in each of these three clusters are explained in the form of the final extracted theoretical categories (20 categories):The cluster of design (governance system) includes the categories of (participation in) explaining the composition of governance and the role of actors, participation in policymaking and macro-planning of the (industrial) development of the country, (participation in) embedding frameworks and persuasion, policymaking and macro-planning of Industry, structure design (invisible) of petrochemical industry.The steering category (governance system) includes the categories of aligning with policies and plans, developing requirements and guidelines, evaluating qualifications and licensing activities, implementing coordination and coherence, embedding bills and supporting (financial) mechanisms, providing information sources and raising awareness, providing infrastructure and facilities, strengthening and empowering and support and finding solutions.The cluster of evaluation (governance system) includes the categories of being accountable for the achievement of the policies and plans of the industry, being accountable for the requirements and instructions, obtaining and analyzing the opinions of the stakeholders, improving the performance, playing role of Arbitrator and verdict and coercion.ConclusionThis research has succeeded in presenting a model for meta-governance in the form of governance over different governance modes. By presenting this framework, which is the research value-added value of this study, the meta-governance will be the responsible for designing, steering and evaluating the governance system. The model presented in this research with the concepts taken from the views of theorists who believe in the necessity of governance over governance modes has shown a high compliance in terms of the nature of meta-governance duties and in addition succeeded in determining the functionality of this Concepts. The functions explained for the meta-governors indicate that the realization of these responsibilities is not limited to sovereignty affairs or not only from the list of duties related to the formulation and implementation of standards and regulations (regulation). The organization of these tasks can be done in the form of structural reorganization and changing the description of duties and responsibilities of the organizational units (at different levels) in the headquarters of the Ministry of Petroleum and the National Petrochemical Industry Company; Obviously, to perform some of these tasks, new organizational units must be thought of. Another issue is that in the fulfillment of meta-governance responsibilities, the experts and executives of the industry in the private sector and experts and those concerned about the issues of the industry in form of NGOs (even unorganized) are also active and their information, analyzes and the proposals of this triple set of actors will be the basis of decisions made at high levels of meta-governor.
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