Samenvatting

In 2012, the municipal council of Emmen (a municipality of 107,000 inhabitants in the northeast of the Netherlands) took the final decision for the transformation and rehousing of the Wildlands Adventure Zoo on the basis of a so-called business case. Business cases are also being increasingly used in other organizations and sectors. However, not much is known yet about the qualities of the instrument. This article shows that the use of the business case in a specific case had value. For this case study, over 100 very diverse mainly digital sources, such as official decision-making documents, research reports and statement via social and other media, were used. In this way, in-depth knowledge was acquired about one of the mechanisms that underpinned the creation of the park. The sources are carriers of the narrative ‘Wildlands Emmen.’ Despite the success, a warning is called for. A healthy focus on results can result in ‘escalating’ commitment. Then the parties involved are linked to the project to such an extent that a way back is excluded by definition. Although the business case should be a ‘business-like’ justification, it seems that the mechanism of ‘self-justification’ enters into force. One shows through rationalization that previous decisions were right and then acts on these decisions in a sensible and competent manner. However, alternatives are not explicitly weighed against each other and there can be a tendency to underestimate the risks.