The link between knowledge and decision‐making in polycentric systems is shaped by the process of collective learning, where policy actors participate in multiple policy forums to acquire, translate, and disseminate knowledge. This article argues that the relationship between learning and participation in polycentric systems differs for actors with executive responsibilities versus specialized staff. Using a mix of quantitative and qualitative data, we show that executive staff are less likely to learn because of their incentives, resources, and position in the system. In contrast, specialized staff are more likely to learn as they form epistemic communities focused on specific policy issues. The different learning experiences of executive versus technical staff contributes to the disjunction between knowledge and power that is a feature of all polycentric systems. Bridging this gap requires institutional arrangements and training to enable the development of trust‐based relationships between decision‐makers, scientists, and other types of specialized knowledge communities.

中文翻译：

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知识不是力量：多中心治理体系中的学习

多中心系统中知识与决策之间的联系是由集体学习过程形成的，政策参与者参与多个政策论坛来获取、翻译和传播知识。本文认为，在多中心系统中，具有执行职责的参与者与专业人员之间的学习和参与之间的关系是不同的。通过混合定量和定性数据，我们发现高管人员由于激励、资源和在系统中的职位而不太可能学习。相比之下，专业工作人员在形成专注于特定政策问题的认知社区时更有可能学习。管理人员与技术人员的不同学习经历导致了知识与权力之间的脱节，这是所有多中心系统的一个特征。弥合这一差距需要制度安排和培训，以促进决策者、科学家和其他类型的专业知识社区之间建立基于信任的关系。