Discretion drift in primary care commissioning in England: Towards a conceptualization of hybrid accountability obligations

In the context of welfare delivery, hybrid organizations mix public and ‘new’ market, social, and professional types of mechanisms and rationales. This article contributes to our understanding of accountability within hybrid organizations by highlighting how accountability obligations can become hybrid, simultaneously formal and informal. Instead of seeing accountability as hybrid only in the sense of the coexistence of types of organizational mechanisms and structures (i.e., the prevalence of both state and market types), we examine accountability arrangements governing a hybrid model—primary care commissioning in England—and interrogate the relationships between accountability actors and their accountability forums. We conceptualize ‘hybrid accountability obligations’ as a state whereby the nature of obligation underpinning accountability relationships is both formal-informal and vertical-horizontal concurrently. The article concludes by highlighting the consequences of this kind of hybridity, namely how it extended discretion from welfare delivery to the domain of welfare governance.     

Welfare as Warfare: How Violent Non-State Groups Use Social Services to Attack the State

Several violent non-state groups also administer social services. Although earlier works stress the effects of social service provision on support and sympathy for violent groups, this article emphasizes a broader challenge. Namely, social welfare organizations threaten to rob the state of the legitimacy it derives through the social contract. Abolishing these organizations can cause humanitarian crises, radicalize populations, and erode domestic and international policy support. Ignoring them invites the continued erosion of state power. The way out of this dilemma is through a strategy of “displacement,” whereby the state eradicates non-state social services while concurrently extending its own welfare capacity.     

Public Philanthropic Partnerships: The Changing Nature of Government/Foundation Relationships in the US

Relationships between foundations and the government in the United States have long been difficult with government attitudes ranging from hostile to at best indifferent in the past. American foundations have long claimed innovation as a distinctive function to perform in society in order to preserve their legitimacy. One hundred years after the rise of the large-scale American philanthropic foundation, however, the relationships between foundations and government have come into flux. Between demands from fiscally-strapped local governments and a new openness of state and federal governments to develop collaborative relationships, a variety of public-philanthropic partnerships have emerged that question the traditional roles and distribution of labor between philanthropy and the state. This article traces the historical development of the government/foundation relationship and discusses its changing nature using recession-induced ad hoc partnerships, the emergence of foundation liaison offices, and the Obama Administration’s Social Innovation Fund and Investing in Innovation program as examples.     

Corporate Social Responsibility and the Oil Industry in the Russian Arctic: Global Norms and Neo-Paternalism

Examining the oil and gas industry in the Russian Arctic, this article investigates the gap between corporate social responsibility (CSR) as articulated in corporate offices and implemented at the local level. In Russia, global CSR norms interact with weak formal institutions and the strong informal expectations of state officials and local communities that companies bear responsibility for welfare and infrastructure. As a result, the concept of citizens as ‘stakeholders’ is underdeveloped. Instead, local residents remain subjects within a neo-paternalist system of governance that mimics some elements of the Soviet past. Compensation for damages to indigenous peoples has blurred legal obligations and the voluntary nature of CSR. However, the CSR in the region is constantly developing and formal methods of compensation may assist in clarifying the scope and practice of CSR.     

NGOs as Incubator of Participative Democracy in South Korea: Political,Voluntary, and Policy Participation

Abstract

This article is designed to examine the roles of Non‐governmental organizations (NGOs) in South Korea as an incubator of participative democracy and to review the evolution of their relationship with governments. The study is comprised of four parts. First, related literature on NGOs will be examined from three different perspectives: state‐civil society perspective, voluntary social service perspective, and policy perspective. Second, this essay will survey emerging roles of NGOs in promoting organized citizen participation in the three areas: political participation, voluntary social service participation, and policy participation. Third, recent governments' institutional efforts to support NGOs will be reviewed briefly. Finally, this paper will conclude with the implications for the future of government‐NGOs relationship in policy‐making processes.     

Public Sector Commissioning: Experiences of Voluntary Organizations Delivering Health and Social Services

The perceived benefits to users and beneficiaries of voluntary organizations delivering public sector services have been well documented and include the engagement with parts of society that the state cannot reach, personalized service delivery, and improved services. There is a lack of clarity, however, as to whether these perceived benefits are being realized. This article presents the experiences of voluntary sector organizations involved in public sector commissioning. The research suggests that the public sector is limiting the voluntary sector's engagement in service design and performance monitoring. These findings raise questions about the role of the voluntary sector in public service provision.     

A RACE TO THE BOTTOM? EXPLORING VARIATIONS IN EMPLOYMENT CONDITIONS IN THE VOLUNTARY SECTOR

This paper presents findings of a study examining state‐voluntary sector inter‐organizational relationships, and the capacity of third‐sector organizations to exercise autonomy over employment matters in this relationship. The aim is to provide insights into an under‐researched area of the inter‐organizational literature, especially in relation to its employment implications. In doing so, it reveals how, as with broader studies of inter‐organizational relations, state‐voluntary sector relations are not homogenous and therefore lead to differing implications for employment. In particular, three Types of voluntary organization emerge, employing, with varying degrees of success, various strategies to protect the terms and conditions of their employees in the face of cost‐cutting pressures from funding bodies. As industrialized countries increasingly turn to the third sector for the provision of social services, it argues that even for the strongest of these organizations, there are long‐term risks for staff morale and therefore quality of care provided by the sector if organizations fail to manage these external pressures from funders.     

NATIONAL HEALTH INSURANCE: A CASE STUDY IN THE USE OF PRIVATE NON-PROFIT MAKING ORGANIZATIONS IN THE PROVISION OF WELFARE BENEFITS

Some of the key features of co-operation between the State and other sectors (private, voluntary and informal) in providing welfare benefits are illustrated in the experience of the National Health Insurance scheme which operated in this country between 1911 and 1948. This is the only example in the UK of a major welfare scheme operating over a considerable period which utilized private, if non-profit making, organizations as responsible agents for administration. Under the scheme certain categories of working people were compelled to insure themselves against sickness. The scheme was administered and benefits paid through a multiplicity of independent 'approved societies', with insured people free to choose which society they belonged to. Contributions were paid by employers as well as employees, with a state subsidy on top. This study indicates that any future development of joint welfare provision with the private sector must overcome certain inherent divergencies in values between the public and private sectors.     

Faith-based initiatives and the challenges of governance

The task of this paper is to offer an analysis of the Faith-Based and Community Initiative (FBCI) established by George W. Bush and continued under the Obama administration based on a critical and decentred approach to governance (networks). The paper starts out by placing FBCI in the context of the welfare reform of 1996 arguing that both share certain basic assumptions, for example, regarding the nature of poverty, and that FBCI can be interpreted as a response to the relative failure of some aspects of the reform of 1996. In what follows, FBCI is analysed as a typical case of (welfare) state restructuring from government to governance. Emphasis is given to the way discourses and traditions such as communitarianism and public choice have shaped the formation of this new governance arrangement in the field of social service delivery in order to strive for a ‘decentring’ of FBCI by drawing attention to actors' beliefs and worldviews. Finally, I argue that it is not least because of a divergence of such views between policy-makers and faith-based organizations that the effect of FBCI remains for the time being limited.     

Coercive capacity and the durability of the Chinese communist state

Why has the Chinese communist state remained so durable in an age of democratization? Contrary to existing theories, this article argues that the strong state coercive capacity has survived the authoritarian rule in China. We demonstrate that the Chinese Communist Party has taken deliberate actions to enhance the cohesion of its coercive organizations—the police, in particular—by distributing “spoils of public office” to police chiefs. In addition, the state has extended the scope of its coercion by increasing police funding in localities where the state sector loses control of the population. We use and rely on mixed methods to test this theory.     

A GENDER ANALYSIS OF WOMEN IN PUBLIC–PRIVATE–VOLUNTARY SECTOR ‘PARTNERSHIPS’

The nature of work and traditional notions of the public sector have been changing with increasing collaborative governance and delivery of public services among public, private and voluntary sector organizations. In the UK, governments at national and devolved levels of government have adopted collaborative governance for service delivery through various networks and partnerships. This article explores collaborative governance from a gender perspective, specifically the perceptions of women in public–private–voluntary sector partnerships. While previous research in this area has explored aspects of collaborative governance such as power, trust, accountability, decision‐making, performance, exchange of information and participation, there is very little research on women within these networks. The article therefore provides a gendered analysis, disaggregating survey data to better understand the dynamics, for women, of collaborative governance and partnerships among public, private and voluntary sector organizations.     

Political Influence on Public–Private Partnerships in the Public Health Sector in New Zealand

The purpose of this article is highlight the influences on the performance of public-private partnership organizations established to provide procurement services for public-sector organizations. The findings provide evidence of some values-based fracturing in public-private partnerships in the New Zealand public sector. However, it is the impact of political influence that illustrates significant potential to undermine effectiveness and efficiency. This case suggests there are innovative approaches which can be adopted—other than traditional models of public expenditure—yet still providing a sustainable public health service. Finally the case argues for the importance of appropriate political understanding of the changing scenarios.     

Managerialism Meets Regime: A Distinctively Singaporean Marriage?

Managerial reforms were once assumed to be apolitical, and hence universally applied to various political settings. This assumption has been widely contested; some argue that managerial reforms are not applicable to countries outside what are termed Western liberal democracies, due to differing political contexts. The case of Singapore offers a counter-argument to these claims—managerial reforms were well-received in the state and its bureaucracy; both of which were vastly different from those of liberal democracies. The article further argues that this was not a coincidence; there seem to be salient reasons why managerial reforms were able to ‘marry’ Singapore's regime. This case study offers insights vis-à-vis a broader question: whether and how managerial reforms can be justified within and received in differing political contexts. It seems imperative to address this question, given the implications for future scholarship and how managerialism is a significant matter of concern to many governments worldwide.     

It Comes with the Territory: Why States Negotiate with Ethno-Political Organizations

Given that minority ethno-political organizations are generally weaker than states yet seek to change their policies or remove the ruling regime from power, why would negotiation occur? States prefer to ignore or repress such organizations, which typically have little to offer in return amidst negotiations that can legitimize them while delegitimizing the state. When a challenging organization establishes governing structures and controls movement in part of a state's territory, however, it can easily inflict significant economic and political costs on the state while also possessing a valuable asset to exchange for concessions. An organization with territorial control cannot be ignored, while the state will have a strong incentive to negotiate before the state loses more face, the group gains more legitimacy, neighboring states are more likely to invade, and the international community is more likely to formally recognize any facts on the ground as a new status quo. Our analysis of 118 organizations in the Middle East and North Africa from 1980–2004 reveals that territorial control is the most important determinant of intrastate negotiation. In regards to existing scholarship, this suggests that a certain type of successful violence works—not all violence and not only nonviolence—while certain types of strong organizations—those that control territory—are more likely to reach negotiations with the state than weak ones.     

Strategic change,leadership and accounting: A triptych of organizational reform

Strategic change in public sector organizations has been well documented. This article suggests that public management research would benefit from a greater appreciation of how calculative practices are deeply imbricated with, and constitutive of, organizational life. In turn, the article argues that the field of interdisciplinary accounting has much to learn from public administration, especially in terms of leadership. The overarching argument is that understanding strategic change in public organizations can be enhanced by bringing together insights from the academic fields of public administration and interdisciplinary accounting. In this respect, organizational reform can be understood as a triptych, involving strategic change, leadership and accounting practices. We illustrate this thesis through a case study of strategic change in the world's largest public service broadcaster—the British Broadcasting Corporation (BBC). It is shown how, during the tenure of one organizational leader—John Birt—accounting became pivotal to his leadership.     

The Strategic Logic of Women in Jihadi Organizations

Despite the traditional restrictive views of Islamic jurisprudence on women's social activities, the level of women's incorporation into jihadi organizations is growing rapidly in both numbers and roles. This article argues that this increase reflects a strategic logic—jihadi groups integrate women to enhance organizational success. The article develops a typology of jihadi organizations: operation-based and state building and argues that the strategic logic of women in operation-based organizations lays in the tactical advantages women provide them. However, for state-building jihadi groups, the strategic logic of women is geared toward addressing the challenges facing a functioning state.     

European governance and the transfer of 'new' environmental policy instruments (NEPIs) in the European Union

This article examines the use of 'new' environmental policy instruments (NEPIs), particularly market-based instruments (for example, eco-taxes) and voluntary agreements, in the European Union (EU). It focuses on the actor motivation behind the recent increase in the adoption of new and innovative instruments in EU (and member state) environmental policies while also taking account of the external international arena. The article assesses whether new ideas put forward by policy entrepreneurs, such as member governments, EU institutions, expert groups and non-governmental organizations (NGOs), are the main motivation behind the EU adoption of NEPIs, or whether market and harmonization pressures are the main driving forces. It concentrates on eco-taxes, voluntary agreements and eco-labels, using the following three theoretical perspectives: (1) policy learning and transfer/ideational; (2) garbage can; and (3) institutional approaches.     

Still a new democracy? Individual-level effects of social trust on political trust in South Korea

The social capital theory holds that there is a positive relationship between social and political trust; however, despite the prominence of this postulation, this relationship has often been disputed among political scientists. While recent studies on advanced democracies have shown a strong positive relationship between social and political trust, studies on East Asian democracies, which previously showed a weak or negative relation, remain scant, separating these countries into their own category of new democracies. The motivation of this study is based on the importance of revisiting the relationship between social and political trust using recent data from one such country—South Korea—to determine the nature of this previously studied negative or weak relationship. The results of this study indicate that generalized social trust in South Korea is positively associated with political trust. This result is in line with recent findings in advanced democracies. While this positive relationship is consistent and significant across models, a greater portion of political trust is explained by economic and political performance, including factors such as the economy, corruption, inequality, and the welfare system, making institutional performance a critical predictor of political trust.     

Public service motivation and continuous organizational change: Taking charge behaviour at police services

Building change capabilities into public organizations is a challenge for strategic management. This study focuses on the micro‐level of extra‐role behaviours that contribute to continuous improvements in working procedures at the front‐end of organizations (i.e., taking charge behaviour; TCB). More particularly, we examine public service motivation (PSM) as a key variable mediating between perceived practices and TCB of street‐level bureaucrats. The analyses are based on survey data from a state police force in Germany (N = 1,165). Results confirm the role of PSM as full mediator, but this mediation is limited to the relationship between leadership behaviours and TCB, while perceived organizational characteristics—except for red tape—have direct positive impact on TCB.     

Customer Satisfaction Theory in Public Administration Education: Revisiting Student Evaluation of Teaching

How has the current austerity changed the public welfare organizations’ performance landscape in modern welfare states? Can public managers make their organizations adapt to the new performance landscape shaped by the austerity? These questions are answered on the basis of the Danish case of the provision of the services to the citizens with disabilities and/or social disadvantages. The result has implications, especially for public management in praxis. The case study shows that the managers’ most important managerial tool to make their organizations adapt to the new landscape is the challenging and decision-oriented dialogue.