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AbstractHow public policies change incrementally over time remains understudied. This paper contributes to the studies of incremental policy change by integrating the theories of policy layering and learning into a theoretical framework of experimental governance (EG). Using a mixed research method, we apply this framework to process-tracing the changing trajectory of China’s central government infrastructure public-private partnership (PPP) policies from 1988 to 2017 by looking at evolving policy goals, policy measures, and policy co-issuing networks. Results suggest that China’s central government infrastructure PPP policy change follows a refined EG approach in which policies change incrementally in a layering pattern, primarily driven by learning. Findings provide a new account of incremental policy change.

Purpose: The purpose of this paper is to identify critical success factors for the management of complex change processes in fire service organizations and to apply these in a case study of the Rotterdam-Rijnmond fire service. Design/methodology/approach: The paper provides review of literature on organizational change, case study of the Rotterdam-Rijnmond fire service supported by the analysis of policy documents and 30 semi-structured interviews with key persons. Findings: Combining different theoretical approaches helps to get a more complete picture of important issues and dilemma’s in the management of change processes – which is a first step in the successful implementation of changes – whereas other approaches tend to emphasize only some and overlook others. Applied in a case study, this approach revealed serious weaknesses in the management of change within the Rotterdam-Rijnmond fire service and offered practical guides for solutions. Originality/value: This paper combines insights from different theoretical approaches into a more integrated perspective that aims to be helpful as a practical tool for designing and implementing complex changes in fire service organizations.

This article provides a comparative analysis of the Dutch government’s attempts to involve private parties in two national railroad mega-projects: the Betuwe Line (a transit line for goods connecting the Rotterdam harbour to the German rail network — costing 4.8 billion euros) and the HSL-Zuid (a high speed line between the Belgian border and Amsterdam — costing 6.8 billion euros). These projects are currently under construction. To date, the government has not succeeded in privatising the Betuwe Line. Although the privatisation of the HSL-Zuid has been realised, it has proven difficult to keep under control. The two projects are compared in terms of the motives for privatisation, the strategies adopted, and the results achieved. Explanations are sought for the extent to which the strategies were successful. Generic lessons are drawn from the two projects.