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作者:Halligan, John
摘要:Two basic principles of public organization have been the strength of the functional principle as the basis for most central government organization and the direct control of the ministerial department over delivery of big-budget social services. Both were challenged in the 1990s as the combined impact of new public management and customer service suggested new ways of handling these questions. One result was a new type of agency that combined the functional separation of delivery and purchase...
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作者:Hicks, Alex
作者单位:Emory University
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作者:Miller, Clark A.
作者单位:University of Wisconsin System; University of Wisconsin Madison
摘要:The central problem of democracy has long been theorized as how to place appropriate constraints on the responsible exercise of power. Today, this problem is most acute in global governance. This article examines the rapid rise in the creation of international knowledge institutions, arguing that these institutions reflect a growing effort by nations and publics to assert democratic constraints on the on the global exercise of power through their ability to structure processes of reasoning and...
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作者:Wallner, Jennifer
作者单位:University of Toronto
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作者:Koppell, Jonathan G. S.
作者单位:Yale University
摘要:China's reform of state-owned enterprises (SOEs) is intended to liberate the companies from bureaucratic control that hinders their management. Discussions of SOE reform, however, downplay the policy consequences. Can SOEs be 'free to succeed economically while some political control is maintained? Surprisingly, American experience with hybrid organizations-government-created companies that straddle the line between public and private-offers some precedent for managing the balance between poli...
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作者:Feldman, Martha S.; Khademian, Anne M.
作者单位:Virginia Polytechnic Institute & State University
摘要:In this article, we focus on the role of the public manager in bringing about inclusion. While inclusion often implies public participation, we have observed that one of the challenges for public managers practicing inclusive management is the necessity of combining information and perspectives of three domains: the political, the technical, and the local or experiential. Inclusion, from this perspective, involves the creation of communities of participation in which representatives of these t...
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作者:Hood, Christopher
作者单位:University of Oxford
摘要:This article reflects on the mixture of ideology, technological change, and interests that have made government instrumentalities central to the analysis of public policy over the two decades since the publication of the author's Tools of Government in 1983, and distinguishes three main strains Of analysis of policy instruments: analytic approaches that count forms of institutions as tools, analytic approaches that focus on the politics of tool selection, and generic approaches that aim to be ...
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作者:Christensen, Tom; Laegreid, Per
摘要:In this article we focus on the dynamic interplay between increase in autonomy of regulatory agencies and political control of those agencies. The general research issues are the weak empirical foundations of regulatory reforms, the complex trade-off between political control and agency autonomy, the dual process of deregulation and reregulation, the problems of role-specialization and coordination, and the questions of smart practice in regulatory policy and practice. The theoretical basis is...
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作者:Bezes, Philippe
作者单位:Centre National de la Recherche Scientifique (CNRS)
摘要:The article addresses internal and hidden politics of changes in bureaucracies by focusing on the introduction and use of policy instruments as institutional change without radical or explicit shifts in administrative systems. Beneath public administrative reforms, it examines the use of low-profile instruments characterized by their technical and goal-oriented dimension but also by their low visibility to external actors due to the high complexity of their commensurating purpose and the autom...
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作者:Verhoest, Koen; Verschuere, Bram; Bouckaert, Geert
摘要:According to New Public Management (NPM) doctrines, public organizations involved in service delivery and policy implementation will be induced to innovative behavior if they have enough managerial autonomy and simultaneously are subjected to managerial pressure, such as result control by government or competition of other providers. This NPM pressure-response model is tested by using survey data on 84 Flemish public organizations. These tests provide evidence for the assumed effect of NPM-lik...