Organisational change in systems of building regulation and control: illustrations from the English context
This paper evaluates organisational changes in English local authority building-control departments (BCD), in a context in which the adoption and development of management procedure, technique, and process, more commonly associated with corporate private-sector enterprises, are occurring. Referring to data based on twenty-nine interviews with building surveyors, we show that change in building control is complex and contradictory, and best thought of as the emergence of new capacities, competencies, and interactions (of regulation) both within BCD, and between BCD and new actors and agents. This includes the enlargement of the regulatory networks of BCD, through the use of external expert advisors, and by the formation of, sometimes unstable, partnerships in which BCD may work with each other and with clients of building-control services. Such partnerships and networks are part of a complexity of regulation, in which outcomes are not the products of any one professional, or actor, but part of a diversity of overlapping relations and interventions. Such relations, we argue, are part of a process that may undermine, even dismantle, the public provision of building-control services.
Year of publication: |
2009
|
---|---|
Authors: | Hawkesworth, Marian ; Imrie, Rob |
Published in: |
Environment and Planning B: Planning and Design. - Pion Ltd, London, ISSN 1472-3417. - Vol. 36.2009, 3, p. 552-567
|
Publisher: |
Pion Ltd, London |
Saved in:
freely available
Saved in favorites
Similar items by person
-
Disabling Spatialities and the Regulation of a Visible Secret
Hawkesworth, Marian, (2001)
-
Managing sensitive relations in co-produced planning research
Paul O’Hare, (2010)
-
Japanese Style Subcontracting Its Impact on European Industries
Morris, Jonathan, (1993)
- More ...