Preview

PDF Pending copyright assessment - Request a copy 194Kb

The Australian government has transformed the national biosecurity framework by shifting from a quarantine to a shared responsibility approach. This reflects a move from centralised to network-based governance. While network governance enables the development of private and public networks needed to enact a shared responsibility approach, it can sit in tension with this approach, which requires the sharing of risk and legitimacy across an array of non-government actors. Further, little is known about how the beliefs and values of individuals involved in biosecurity decision-making influence whether or how a shared responsibility approach is enacted. We use an institutional logics framework to investigate these issues and found that despite risk-shifting and scale and efficiency logics underpinning a shared responsibility approach, a bureaucracy logic has remained dominant. While a dominant bureaucracy logic can enable a shared responsibility approach by providing clear guidelines around biosecurity compliance, it can also create barriers by creating ambiguity, or increasing reliance of actors on government in the event of a biosecurity outbreak. It can also reflect shadows of hierarchy in which governments moving to network-based governance are either not ready to share power or seek to retain authority over the direction of their policy intention.

Item Type:	Refereed Article
Keywords:	agricultural biosecurity, governance, institutional logics, meta-governance, shared responsibility approach
Research Division:	Commerce, Management, Tourism and Services
Research Group:	Strategy, management and organisational behaviour
Research Field:	Organisational behaviour
Objective Division:	Environmental Management
Objective Group:	Terrestrial systems and management
Objective Field:	Control of pests, diseases and exotic species in terrestrial environments
UTAS Author:	Bryant, M (Professor Melanie Bryant)
UTAS Author:	Higgins, V (Professor Vaughan Higgins)
UTAS Author:	Warman, R (Dr Russell Warman)
ID Code:	154738
Year Published:	2022
Funding Support:	Australian Research Council (DP190102517)
Deposited By:	Office of the School of Social Sciences
Deposited On:	2023-01-03
Last Modified:	2023-01-03
Downloads:	0