AN ANALYSIS OF THE ALIGNMENT BETWEEN DECENTRALIZED AUTONOMOUS ORGANIZATIONS (DAOs) AND GOVERNANCE FROM A PUBLIC ADMINISTRATION PERSPECTIVE

Programmable governance and institutional design in decentralized autonomous organizations: a comparative study of RARI DAO, Arbitrum DAO, and Optimism DAO

This study examines governance design and participatory innovation across three DAOs: RARI DAO, Arbitrum DAO, and Optimism DAO, suggesting the emergence of increasingly formalized governance architectures designed to balance decentralization, coordination efficiency, and operational security.

Governance 4.0 and the Evolution of Good Governance in India: Digital Transformation, Institutional Reform, and Citizen-Centric Administration

It is argued that while technology has enhanced efficiency and transparency, governance outcomes ultimately depend on institutional capacity, inclusivity, and ethical commitment, and that Governance 4.0 represents not merely a technological shift but a normative redefinition of democratic governance in India.

On Exercising Governance Power in Decentralized Autonomous Organizations

This work explicates the trust and transparency trade-offs of the design choices in implementing a DAO and highlights how poor choices introduce critical vulnerabilities, using real-world examples as case studies.

Territories in transformation: multi-stakeholder governance strategies and social value creation in community–company relations

The purpose of this study is to analyze three Brazilian territories marked by tense relationships between companies and communities, seeking to understand how these ties are constructed over time. This study adopts an exploratory qualitative approach (Eisenhardt, 1989). From an epistemological standpoint, the study is grounded in an interpretivist perspective (Cunliffe, 2011). The findings indicate that multi-stakeholder governance is a dynamic process, in which organizational arrangements, power distribution and forms of social value creation are continuously reconfigured over time. The study demonstrates how governance models emerge, evolve and are contested throughout the relationship cycle, thereby influencing the generation of social value. Although the study does not measure social impact through public policy indicators, its findings engage with key challenges of the 2030 Agenda, particularly sustainable development goals (SDG) 16 (governance, coordination and legitimacy in contexts of institutional fragility), SDG 10 (power asymmetries and the expansion of community participation) and SDG 11 (territorial dynamics and firm–community relationships). Thus, the article provides an analytical foundation for understanding how multi-stakeholder arrangements may enable or constrain more equitable and sustainable responses in Global South territories. This study makes three contributions to the literature on multi-stakeholder governance (Bridoux & Stoelhorst, 2022) and social value creation (Lazzarini, 2020).

An Analytical Framework for Understanding Governance, Public Action, and Organizational Coordination: A Systematic Literature Review

Background: The increasing complexity of public policy challenges has transformed governance systems, requiring effective coordination among diverse institutions. However, existing studies often examine governance paradigms, public action approaches, and coordination mechanisms separately. Objective: This study develops and proposes an integrated analytical framework for understanding the interrelationships among governance forms, public action approaches, and organizational coordination modes within the public sector. Methods: This study applies a systematic review of 45 scholarly works published between 2000 and 2024, drawn from major academic databases including Scopus, Web of Science, and Google Scholar using predefined selection criteria. Thematic coding and conceptual framework construction were employed to trace recurring patterns within governance scholarship. Results: The findings reveal three key contributions: first, the framework traces how public-sector governance has evolved from classical bureaucratic administration to managerial reforms and, subsequently, to collaborative governance arrangements, with each transition generating distinctive coordination mechanisms. Second, the analysis synthesizes four coordination modes (hierarchy, markets, networks, and collaboration) and establishes their alignment with specific governance paradigms. Third, the study identifies critical coordination challenges including specialization-coordination tensions, departmentalism, and accountability gaps. Conclusion:  The proposed framework provides a structured diagnostic tool for researchers and practitioners to analyze coordination effectiveness within specific governance contexts. Future research should empirically test this framework across diverse institutional settings.

Public Management and Policy