Norwegian Municipalities and Reputation Building

Abstract

This article explores how council leaderships act as agents in promoting reputational policies. It introduces a public policy perspective to research on public sector reputation. It asks how the political leader and the administrative leader are agents in reputational policies and to what extent different interests and coalitions can influence thought patterns and behaviour in the municipal organisation. What has been found is that the political leader and the administrative leader may have different interests and strategies and that they are likely to be engaged in networks that might be narrow or broad in focus, scope and membership. These reputational agents and coalitions have an impact on reputational policies. They have an impact on the understanding of ‘proper roles’ and routines in municipalities and this again may lead to changes in the workings of the municipal organisation.