Durability of decisions explained by actor-strategies in games: A multiple case study analysis

Abstract

Public decision-making contains several decisions taken by multiple actors intended to lead to collective gains. The impact of these decisions varies over time. This paper presents a novel approach to explain the durability, i.e., impact, of decisions in relation to strategies performed by actors involved in infrastructure development projects. The concept of durability is operationalised in terms of actors fulfilling joint aims and creating joint focus. We aim to explain why some decisions have a durable (lasting and joint focus) impact and why other decisions have a non-durable (temporary and no joint focus) impact. Actor-strategies performed in the decision-making process are used to explain the different types of decision impact. After analysing several Dutch Railway projects, we discovered that durable decisions appear when (i) obstructive non-deciding and non-cooperative strategies are dealt with, (ii) responsibilities are clearly divided, (iii) the scope alternates between internal and external focus and coupling of issues happens, and (iv) the design of the decision-making process is made explicit and information asymmetry is managed.