000			01846naa a2200181uu 4500
001			6071316514547
003			OSt
005			20190211181617.0
008			160713s2015 xx ||||gr |0|| 0 eng d
100	1		_92200 _a Christensen, Tom
245	1	0	_aA new opera house : _bcombining entrepreneurship, garbage can features and windows of opportunity
260			_aLos Angeles : _bSage, _cDec. 2015
520	3		_aThis study looks at the decision-making that culminated in the building of a new opera house in Oslo. The decision was finally taken in 1999 and the new opera house was finished in 2008. To analyse the decision-making process we use a ‘revised garbage can model’, as presented by Kingdon, which combines the concept of political entrepreneurship through instrumental coalition-building with garbage can features. The winning coalition included actors from parliament and local government but also local private business interests, and it succeeded because it managed to capitalize on a window of opportunity opened by other actors. The main reasons for this were that the opera project was temporarily decoupled from a large road-building project and managed to bring on board interests connected to a more extensive city development in Oslo's inner east city. The relative weakness of the cultural arguments for building an new opera house were evident during the whole process, making the decision to build it a side effect or spin-off from other concerns and interests. The study, which is a single embedded case, is based on a wide range of public documents, interviews and newspaper articles
773	0	8	_tInternational Review of Administrative Sciences _g81, 4, p. 734-751 _dLos Angeles : Sage, Dec. 2015 _xISSN 00208523 _w
942			_cS
998			_a20160713 _b1651^b _cAna
998			_a20170811 _b1112^b _cLarissa
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c50865 _d50865
041			_aeng