Legitimacy in municipal experimental governance: questioning the public good in urban innovation practices

Figures & data

Table 1. Three Types of Legitimacy in Experimental Governance (adapted from Scharpf 1999; Bäckstrand, 2006; Klijn and Koppenjan, 2016).

	Input Legitimacy	Throughput Legitimacy	Output Legitimacy
Key Question	Who is involved?	How are they governing?	What are they attempting to achieve?
Experimental Phase	Design and setup	Testing and analysis	Results and knowledge transfer
Key Activities	Selecting actors Mapping interests Creating open and transparent processes	Establishing decision-making processes Ensuring opportunities for feedback and information exchange Sharing information with affected citizens Supporting learning processes	Creating processes for problem formulation and prioritization Developing institutional structures for implementation

Table 2 . Examples of Experimental Governance in Stockholm and Gothenburg.

	Stockholm	Gothenburg
Triple Helix Collaborations	Digital Demo Stockholm, Urban ICT Arena	Lindholmen Science Park, Johanneberg, Science Park, Test Bed Gothenburg
Flagship Urban Development Project	Royal Seaport – mixed-used development with 12,000 apartments and 35,000 workplaces	Rivercity – mixed-use development with 25,000 apartments and 50,000 workplaces
EU Smart City Light House Project	GrowSmarter – smart retrofitting, energy, ICT and mobility systems	IRIS – testing new solutions for urban development, energy, ICT & mobility
Examples of Experiments	Night-time goods deliveries, pilots of data platforms, building logistics	Electric bus line, goods delivery with bikes and electric vehicles, night-time waste collection

Table

City of Stockholm		City of Gothenburg
S1	City Office	G1	Traffic Department
S2	City Office	G2	Traffic Department
S3	City Office	G3	Business Development Department
S4	Development Office	G4	Urban Planning Department
S5	Development Office	G5	Collaboration Platform
S6	City Office	G6	Collaboration Platform
S7	Traffic Department	G7	City Office
S8	Traffic Department	G8	City Office
S9	Urban Planning Department	G9	Environmental Department
S10	Collaboration Platform	G10	Recycling and Water Department
S11	City Office	G11	City Office
S12	City Office	G12	Real Estate Development (municipal company)

Scharpf, F. 1999. Governing in Europe: Effective and Democratic? Oxford: Oxford University Press.

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Bäckstrand, K. 2006. “Multi-stakeholder Partnerships for Sustainable Development: Rethinking Legitimacy, Accountability and Effectiveness.” European Environment 16 (5): 290–306. doi:https://doi.org/10.1002/eet.425.

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Klijn, E., and J. Koppenjan. 2016. Governance Networks in the Public Sector. Abingdon: Routledge.

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