Uncovering governance culture in the Dutch railway sector between 2010 and 2020
Marjolein Stamsnijder (TU Delft - Technology, Policy and Management)
Didier van de Velde (TU Delft - Technology, Policy and Management)
Wijnand Veeneman (TU Delft - Technology, Policy and Management)
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Abstract
This paper explores how interorganisational culture shapes executive decision-making under uncertainty in the Dutch railway sector between 2010 and 2020. Addressing a gap in transport policy research, this study focuses on governance culture in this fragmented, complex, multi-actor system. The study uses a qualitative case study approach to analyse the collective responses of the Ministry of Infrastructure, NS, and ProRail to unexpected events that create uncertainty. The findings show a dominant orientation toward “being in control,” reflected in a shared belief that uncertainty should be managed through the production and analysis of precise information. In periods of declining performance, the Ministry enforced collaboration on NS and ProRail, leading to alternating patterns of collaboration and cooperation. The paper contributes a methodological approach to studying governance culture in complex sociotechnical systems and highlights its importance in shaping responses. These insights support policymakers in designing governance reforms that align with the interorganisational culture.
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