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Governing norms by which to steer traditional government functions are well established and understood; however, this is not the case for the new multi-level and collaborative approaches that characterize protected area governance. This is largely new territory that makes novel demands on governance institutions and policy. In this context, establishing and maintaining good governance across the diversity of ownership and responsibility arrangements is critical for the future effectiveness and acceptability of protected areas. Fulfilling the promise and avoiding the pitfalls inherent in contemporary protected area governance will require an understanding of what is meant by ’good governance’ and development of associated mechanisms to assess performance and provide a basis for improvement. This paper’s contribution lies in the guidance it provides for the hitherto under-developed area of governance quality assessment. I first present a framework that positions governance quality in relation to governance and management effectiveness. I then characterize good protected area governance according to a set of seven principles – legitimacy, transparency, accountability, inclusiveness, fairness, connectivity and resilience. Together, the framework, governance principles and related performance outcomes provide a platform for assessment of governance quality for an individual terrestrial protected area, a network of several protected areas, or a national protected area system. [Copyright &y& Elsevier]

Intractable industrial legacies present new challenges to governance. Amongst the persistent organic pollutants, now managed internationally under the Stockholm Convention, hexachlorobenzene (HCB) stands out in all three classes of chemicals (pesticides, industrial chemicals and unintended by-products). This paper introduces twelve interdisciplinary papers contributing to our understanding of decision-making processes using a case study of HCB and industry–community relations in Sydney's industrial heartland. In this collection, authors align new political theory and emerging management theory, and they analyse the case study from several disciplines. Disputes such as that over HCB destablilise the political/administrative/technoscientific regime that is the modern state. Citizens engage in ‘sub-political’ processes which require recognition of what Ulrich Beck and others have termed ‘individualisation’. This sees decision-forming and decision-making functions push outwards into community-driven structures. There we find new styles of public participation, resolution of asymmetries between knowledge and expertise, and new corporate behaviour. [Copyright &y& Elsevier]