ORGANIZATIONAL STRATEGY,EXTERNAL REGULATION AND PUBLIC SERVICE PERFORMANCE

We test the separate and joint effects of strategy and regulation on public service performance. Strategy is measured as the extent to which service providers are prospectors, defenders and reactors. Regulation is assessed on the basis of the number of inspection events and service managers’ perceptions of the supportiveness of regulators. We find that, controlling for prior performance and the level of service expenditure, prospecting is a more successful strategy than defending or reacting. In addition, inspection events generally disrupt the relationship between strategy and performance, but regulation that is supportive reinforces this relationship. The evidence suggests that the impact of organizational strategies in the public sector is contingent on the characteristics of regulatory regimes.     

New Governance, the Internet, and Country Code Top-Level Domains in Europe

Much academic work on governance in recent years has explored responses that states have made to sectors of the economy, usually historically well rooted nationally, that have been subject to globalizing pressures. Less work exists on responses that are being made to new parts of the economy emerging outside the nation state with inherently global characteristics. The Internet—and specifically its naming and addressing system—provides an example of how the state has aimed to assert public interest governance authority in a system initially absent of its influence. This article explores the nature and consequences of this activity in the process contributing to the study of the Internet and governance. Working within the limitations but also the opportunities created by policy norms developed at the global level, the article finds that the state has been instrumental in the development of novel public–private governance systems for Internet country code Top-Level Domains.     

TOWARDS GLOBAL SCHOLARSHIP IN PUBLIC AFFAIRS

One can imagine two futures for public administration, public management and public service around the world. A first would be what we see as a continuation of the status quo: with public administration essentially continuing as a series of national discourses, with perhaps a bit of cross‐fertilization, but with this characterized by a classic core‐periphery model. The preferable model, outlined in this paper, would see the development of an integrated community of scholars of public affairs. At least three hurdles need to be overcome to arrive at this integrated community. A first concerns the tension in the periphery between an epistemic nationalism and epistemic colonialism. The second hurdle to be overcome concerns the central role of the American literature in intellectual discourse in public administration. A third hurdle is more specific to public administration: what Canadian Iain Gow has referred to as public administration's profile, as ‘une science empirique par excellence’.