Implementing Fiscal Decentralization: A Case Study of a Regional Tax Agency in Italy

As a measure to enhance the fiscal autonomy of the region, in 2006 the Regional Government of Sardinia in Italy decided to establish a tax agency for managing regional taxes on holiday houses and boat and aircraft transit. Based on interviews conducted with the tax agency director and staff, this article traces the trajectory and outcome of events included in the implementation of this part of the regional government's fiscal policy. Drawing from this case, this article theorizes the process of implementing fiscal decentralization by addressing the issue of how fiscal policy decisions affect the management of tax agencies in the start‐up stage. Social mechanisms of learning, brokerage, and actor certification provide important linkages between fiscal policy choices and organizational change. On the whole, the research argument made in this article further contributes to institutionalist and processualist research trends in current research on organization studies and public management.     

Public Sector Reform

Reform is never far from the centre of public administration practice and scholarship. In this article Doug McTaggart, the chairman of the Queensland Public Service Commission, and Janine O'Flynn, from the University of Melbourne, explore the challenges of reform and the state of play. McTaggart, who was a commissioner on the Queensland Commission of Audit, sets out the case that business as usual will no longer suffice given the range of challenges faced by governments. He sets out to explain how we ended up in our current state and what needs to happen to repair it, drawing on deep experience in the practice of reform. O'Flynn positions reform as one of the central questions in public administration and management and makes the case for rethinking reform conceptually to drive change in practice. In doing so she points to our weaknesses in determining whether reform fails or succeeds and makes the case that, until we rethink reform, business as usual might be all we end up with. McTaggart and O'Flynn bring together the expertise of practice and academia to bring new insights in this persistent challenge of public administration, and raise a series of questions for debate.     

From “New Institutionalism” to “Institutional Processualism”: Advancing Knowledge about Public Management Policy Change

Research on public management reform has taken a decidedly disciplinary turn. Since the late 1990s, analytical issues are less often framed in terms of the New Public Management. As part of the disciplinary turn, much recent research on public management reform is highly influenced by the three new institutionalisms. However, these studies have implicitly been challenged by a competing research program on public management reform that is emphatically processual in its theoretical foundations. This article develops the challenge in a more explicit fashion. It provides a theoretical restatement of the competing “institutional processualist” research program and compares its substantive findings with those drawn from the neoinstitutionalisms. The implications of this debate about public management reform for comparative historical analysis and neoinstitutional theories are discussed.     

The Politics of Crisis Management: Public Leadership Under Pressure by Arjen Boin,Paul 't Hart,Eric Stern,and Bengt Sundelius

ABSTRACT

The article addresses two principal questions: how public management reforms develop in a context of high government turnover, and how, under these circumstances, features of the specific area of public management policy affect the dynamics of the reform and in particular its “technical feasibility.” The research questions are addressed through the case study of the Italian administrative context between 1992 and 2007, a period marked by tumultuous government turnovers. The article presents reforms in two policy areas of public management: civil service reform and innovation, over a three-period time span covering 15 years. The brief duration of political leadership represents a threat to the approval and implementation of policy interventions irrespective of the political salience of the issue and the need for legal enactment. Therefore, the success of a public management reform process in an unstable political context characterized by frequent government turnovers depends on meeting certain conditions for successful policy entrepreneurship: the a priori expertise of policy entrepreneurs, their ability to repackage the issue, keep a community of practice alive, and maneuver the dynamics of the legal process. However, implementation, being a less visible phase, suffers from greater discontinuity as “maintenance activities” necessary for the success of reform are disregarded. Thus, the consideration of the temporal dimension of the policy cycle and the area-specific effects on public management reform dynamics exerted by diverse levels of political salience and legal enactment represent the main contributions of this work to the theories on public management policy change.     

Tolerant,If Personal Goals Remain Unharmed: Explaining Supranational Bureaucrats' Attitudes to Organizational Change

Growth in membership and intensifying responsibilities require much greater adaptability in organizational structures and administrative arrangements at international than at national levels. The ongoing transformation toward multilevel governance seems to empower international organizations and thus shines a new spotlight on international civil servants. We know little, however, about what motivates this growing class of bureaucratic elite. Against this background, this article explores the question as to how officials of the European Commission relate to the recent management modernization within their institution (Kinnock reform). Competing explanatory approaches (opportunity, socialization, and governance views) are used to develop hypotheses about the relationship between Commission officials and their acceptance of or opposition to administrative reform. The main finding is that the individual attitudes of Commission officials toward administrative change can best be explained by the opportunity model, which emphasizes the rational calculation of individual costs and benefits.     

Understanding evolving public motivational practices: An institutional analysis

New public management (NPM) has been the focus of research and reform practices in countries globally since the late 1970s. This article looks at NPM in historical perspective with particular attention to understanding the evolution of public motivational practices. Three different eras and motivational models common in OECD countries are discussed—the bureaucratic model, the NPM model, and the new public service model. This long‐linked historical perspective highlights the interplay between administrative theory and realpolitik. It is possible to see how certain priorities have been a result of or led to the preservation, the adaptation, or the discontinuation of practices in alignment with the values and behaviors of the successive reform eras. Additional research into the dynamics of change in the public sector is suggested.     

State and Local Government Procurement and the Winter Commission

The Winter Commission proposed a state and local government procurement reform agenda that placed public managers at the core of a depoliticized, deregulated, and more pragmatic public sector contracting process. Drawing on the literature and data from several state and local government surveys, this article shows that between 1992 and 2003, state and local governments’ contracting practices moved in directions consistent with the commission’s reform agenda. By 2003, state and local governments had decentralized and deregulated their contracting processes, were contracting more effectively and in circumstances in which it is more likely to be successful, and had adopted several innovative technologies and management practices.     

The Comparative Historical Analysis of Public Management Policy Cycles in France,Italy, and Spain: Symposium Introduction

In recent studies of public management reform in France, Italy, and Spain inspired by historical institutionalism, the Napoleonic tradition is cast as a causal factor whose overwhelming strength explains how these countries' reforms proceed and finish. This symposium pursues the same research interest in the politics of public management reform and goal of understanding how reforms begin, proceed, and finish in these countries. However, the features of this research project include (1) a focus on instances of public management policymaking, (2) original research on public management reform episodes in each country, and (3) explanatory research arguments that place causation within events. Based on a comparison of explanatory research arguments developed in each case study, the symposium's conclusion extends earlier institutional processualist accounts of causal tendencies of public management policymaking and offers a critique of the historical institutionalist studies mentioned earlier.     

Three Traditions of Network Research: What the Public Management Research Agenda Can Learn from Other Research Communities

This article identifies and describes the development of three parallel streams of literature about network theory and research: social network analysis, policy change and political science networks, and public management networks. Noting that these traditions have sometimes been inattentive to each other's work, the authors illustrate the similarities and differences in the underlying theoretical assumptions, types of research questions addressed, and research methods typically employed by the three traditions. The authors draw especially on the social network analysis (sociological) tradition to provide theoretical and research insights for those who focus primarily on public management networks. The article concludes with recommendations for advancing current scholarship on public management networks.     

Welfare Receipt and Private Charity

In the wake of welfare reform efforts, alliances between governments and charities, and public preoccupation with “social capital,” it is useful to understand how welfare payments interact with charitable giving. Using Consumer Expenditure Survey data from the first quarter of 1999, this article estimates the impacts on charitable giving by individuals from receipt of welfare payments, as well as income, wealth, and a number of demographic variables. The data analysis suggests that charity is negatively associated with welfare receipt, while wealth, income, and age have positive impacts on giving. These findings have significant implications for public policy and nonprofit management.     

PUBLIC OPINION REACTION TO REPEATED EVENTS: Citizen Response to Multiple Supreme Court Abortion Decisions

While numerous works explores how single events or political actions affect public opinion, almost no research explores how this effect evolves with repeated actions. The Conditional Response Model holds that while elite actors can influence and polarize the public when they first act on an issue, subsequent action will not have this same effect. We challenge this model based on its depiction of psychological models of attitude formation and change. Instead of focusing on the number of times an actor has addressed an issue, we argue that the state of public opinion is the key to determining how the public will react to multiple elite actions over a long timeframe. We examine how the public reacted to multiple Supreme Court decisions on abortion. Our results suggest that the Conditional Response Model does a poor job of depicting public opinion and that actors are not limited in their influence by the number of previous actions on an issue.     

Conclusion: Four Recommendations to Improve Digital Electoral Oversight in the UK

To conclude this special section, this article looks at the possible avenues for regulatory reform in the field of digital campaigning. Diagnosing the need for a multi-layered approach, we argue that action is needed from government, regulators, companies, and civil society. We take each actor in turn and consider the kind of change needed, the prospects for reform, and outline four recommendations for change.     

The Opportunities and Limitations of Using Mechanical Turk (MTURK) in Public Administration and Management Scholarship

Other social science fields are increasingly conducting research using Amazon’s Mechanical Turk (MTurk)—an online crowdsourcing platform—but how might MTurk be useful to public administration and management research? This article provides an introduction of the platform and considers both the opportunities and limitations for using MTurk in public administration and management scholarship. We find that MTurk might be relevant for examining particular types of research questions. We identify five areas where MTurk data may complement and enhance public administration and management research: (1) exploratory analyses and survey construction; (2) measurement refinement of latent constructs; (3) experiments; (4) longitudinal research and data collection; and (5) collection of data from citizens. The article emphasizes how a key requisite conditions both the applicability of MTurk data and the validity of MTurk-based findings: the researcher must understand the boundaries and potential of the platform, since the issues related to representativeness, participation, and data quality are non-trivial.     

Public Management Reform: Competing Drivers of Change

Public management reforms often are portrayed as part of a global wave of change, and all organizational change is interpreted within a single reform paradigm that is rooted in economics and market–based principles. Reforms outside this paradigm go unnoticed. This article examines the assertion that different drivers of change competing with the dominant focus of management discourse remain present and influence the direction of reform. It presents three alternative drivers of change rooted in normative values and provides evidence of their relevance from three national cases. Normative influences are reflected in a stream of activities occurring within the same time period in different civil service systems. The direction of public management practice cannot be seen as fully determined by any one approach to government reform or as traveling in only one direction. Understanding the balance among competing drivers of change is a key to interpreting both contemporary and future administrative reform.     

New Executives from Inside or Outside? The Effect of Executive Replacement on Organizational Change

This article investigates how executive succession influences the comprehensiveness of structural changes pursued by public organizations. Executive successions are important events for organizations that provide salient opportunities for introducing organizational change, yet little research has analyzed this relationship. The author argues that the less familiarity a new executive has with the organization and the field in which it works, the more likely it is that comprehensive organizational change will take place. Empirical results from quantitative analyses of executive succession events in Danish municipalities from 1984 to 2000 confirm this. Interestingly, the degree to which new practices are legitimized moderates the findings. Inside successors are more likely to conduct comprehensive structural changes after new practices receive normative and regulatory legitimacy. The article contributes to the literature on executive succession by highlighting how it is an antecedent to different types of organizational change. Contributions to practitioner and public management research are discussed.     

Reforming Ghana's Public Service: Issues and Experiences in Comparative Perspective

This article addresses how the public service can be reformed to make it relevant to the circumstances and useful to the majority of people living and working in Ghana. In many public administration journals, reforms in sub-Saharan Africa have received scant attention. Using Ghana as a case study, this article first summarizes and evaluates that country's reform efforts and compares them to mainstream Anglo-American reform ideas. The article comments on the conceptualization of reform based on the notion of community, encompassing the unique political, social, and cultural experiences of the people of Ghana. Finally, the article discusses what a composite formulation of the notion of community might imply for a cross-cultural understanding of comparative public administration.     

Accounting and Accountability in Italian Local Governments: Recent Changes and Challenges for the Future

The Italian public sector, especially local government, has been experiencing an era of considerable change over the last four years following reforms introduced by the National Legislature (Parliament). The reforms influence many aspects of local government operations: organization, policy, management, finance, accounting, and auditing. This article analyzes some aspects of accounting reform in the new laws and directives in order to demonstrate how the traditional concept of accountability for local governments is changing. The direction of reform is clearly toward federalism and away from national authority and control in the public sector.     

以公共价值为基础的政府绩效治理——源起、架构与研究问题

政府绩效管理兴起二十多年来,已由西方国家应对财政和信任危机、提高行政效率的工具拓展为各国政府改革和创新的重要内容,新公共管理的实践价值和理论优势在其中都得到了充分体现。但其理论缺陷和实践中的困惑,特别是在公共价值方面的冲突使学术界的探索从未停止过。本文通过对中国、美国、日本等国的实践案例考察,从制度变迁和公共行政学术史两个层面的质性研究,提出了以公共价值为基础的政府绩效治理理论体系框架。文章首先从"公共性"、"合作生产"和"可持续"三个方面对新公共管理背景下的政府绩效管理进行了反思,认为公共价值对政府绩效合法性具有本质的规定性。其次,初步论证了以公共价值为基础的政府绩效治理的两个基本命题——政府绩效是一种社会建构、产出即绩效;认为只有来源于社会的政府绩效才能获得合法性基础,也只有根植于社会的政府绩效才能产生其可持续提升的需要,这是政府绩效管理的根本动力;而在政府绩效价值建构基础上的科学管理,才能保证政府产出与社会需求的高度一致,充分体现科学管理的价值。再次,从这两个基本命题出发,以价值管理和管理科学理论为基础,构建起了以公共价值为基础的政府绩效治理模型,并对模型中政府绩效的价值建构、组织管理和协同领导系统等主要内容进行了阐述。最后,从模型如何"落地"、政府绩效管理的价值分析和研究拓展等方面提出了未来的研究方向。     

Public Management Policymaking in France: Legislating the Organic Law on Laws of Finance (LOLF), 1998–2001

A watershed in the politics of public management in France was crossed in 2001, when the French president and prime minister signed off a law initiated by the French Parliament to reform the planning and control of public expenditure. This legislation, the Organic Law on Laws of Finance of August 1, 2001 (generally known as the LOLF), requires public authorities to adopt performance‐oriented ideas and public management approaches, and seeks to rebalance executive and parliamentary powers over the public purse. This article uses the LOLF as a case study to gain insight into the politics of public management policymaking in France as developed in recent decades. The article starts with an original historiographic account of the policymaking around the law, follows with a research argument explaining the policy choice, and concludes with some field‐level research questions on the politics of public management reform in France.     

Certifying a state forestry agency in Quebec: Complementarity and conflict around government responsibilities,indigenous rights,and certification of the state as forest manager

As voluntary third‐party certification systems become an increasingly accepted part of international frameworks for forest governance, some state forestry agencies are following the private sector in seeking certification of their forest management activities. We ask how the roles and responsibilities of state forest management agencies interact with the processes and mechanisms established by certification systems. To answer this question, we review existing research to propose a conceptual framework composed of eight issues of particular relevance to states: regulation, transnationalism, sovereignty disputes, partnerships and competition, mainstreaming, effectiveness, equity, and legitimacy and trust. We then use this framework to analyze experience in Quebec, Canada, where the state agency initially sought certification and then abandoned this plan after facing difficulties meeting the requirements pertaining to indigenous rights. Our framework helps to understand possible complementarities between state and non‐state systems, but also highlights challenges for reconciling state roles and responsibilities under certification.