| Abstract [eng] |
In light of increasingly frequent crises and the growing complexity of public challenges, there is a growing consensus that stakeholder engagement positively impacts the resilience of governance systems. However, the mechanisms through which this impact materialises – particularly under crisis conditions – remain insufficiently understood. Drawing on resilience, stakeholder engagement, and (collaborative) crisis management research, as well as insights from institutionalist theory and public policy process scholarship, this dissertation explains how stakeholder engagement in decision-making contributes to strengthening the resilience of governance systems. The four articles comprising the dissertation examine the context, logic, and mechanisms underlying resilience-enhancing decision-making; explore the role of stakeholders in post-crisis policy change; analyse factors that shape implementation of stakeholder engagement platforms; and explain the impact of previous engagement experience on future application of this practice. Overall, the dissertation argues that transformational leadership by top-level executives is pivotal for making resilience-oriented decisions and effectively engaging stakeholders; both formal and informal institutionalisation of engagement practices is essential for their successful implementation; and that, in the Lithuanian context, such practices most often bolster resilience by improving access to information and resources and enhancing collective action capacity, but their application requires careful consideration of potential risks. |
