Rising to the Challenge: Europe’s Security Policy in East Asia amid US-China Rivalry

ABSTRACT

China’s growing power and assertiveness towards its smaller and weaker neighbours has been a wakeup call for the European Union and its member states which, as a result, have stepped up their involvement in East Asia. EU security policy in the region shows many elements of alignment with the United States, but also differences. In North East Asia, the EU has adopted harsh sanctions against North Korea but, contrary to the Trump administration which continues to seek regime change, has left the door open for dialogue. Moreover, the EU supports the process of trilateral cooperation among China, Japan and South Korea, while Washington has traditionally been lukewarm towards a process that excludes the US and risks being dominated by Beijing. The transatlantic allies also show differing approaches with regard to maritime disputes in the South China Sea. While EU security policy in East Asia is largely complementary to that of Washington, in some cases Europe tends – albeit inadvertently – to favour Beijing.     

Intergovernmental Relations in the UK: Time for a Radical Overhaul?

Brexit and the coronavirus pandemic have put relationships between the UK government and its devolved counterparts under growing strain. Tensions generated by both of these developments have exposed the inadequacies of the existing, under-developed system for bringing governments together in the UK. The limitations of the current system include the ad hoc nature of intergovernmental meetings, and their consultative rather than decision-making character. Drawing upon an analysis of how intergovernmental relationships are structured in five other countries, the authors offer a number of suggestions for the reconfiguration of the UK model. They explore different ways of enabling joint decision making by its governments, and argue against the assumption that England can be represented adequately by the UK administration. Without a serious attempt to address this dysfunctional part of the UK’s territorial constitution, there is every prospect that relations between these different governments will continue to deteriorate.     

The Role of Motivation and Leadership in Public Employees’ Job Preferences: Evidence from Two Discrete Choice Experiments

Two discreet choice experiments investigated how three styles of leadership (i.e., transformational, transactional, and ethical) and three job features aimed at activating different motivational forces (i.e., public service motivation, external regulation, and intrinsic motivation) simultaneously and independently affected the job preferences of a sample of public employees. Subjects displayed a strong preference for jobs that benefit more citizens, that are more interesting, and that require working under ethical leaders rather than unethical ones. Whereas the prospect of a 5% salary increase strengthened participants’ preferences for a given position, offering a 1% salary raise did not significantly change subjects’ job choices. Furthermore, participants did not appear to have any preference for working under a transformational leader rather than a transactional leader.     

Behavioral Public Administration ad fontes: A Synthesis of Research on Bounded Rationality,Cognitive Biases,and Nudging in Public Organizations

This article provides a comprehensive overview of how policy makers, practitioners, and scholars can fruitfully use behavioral science to tackle public administration, management, and policy issues. The article systematically reviews 109 articles in the public administration discipline that are inspired by the behavioral sciences to identify emerging research trajectories, significant gaps, and promising applied research directions. In an attempt to systematize and take stock of the nascent behavioral public administration scholarship, the authors trace it back to the seminal works of three Nobel Laureates—Herbert Simon, Daniel Kahneman, and Richard Thaler—and their work on bounded rationality, cognitive biases, and nudging, respectively. The cognitive biases investigated by the studies reviewed fall into the categories of accessibility, loss aversion, and overconfidence/optimism. Nudging and choice architecture are discussed as viable strategies for leveraging these cognitive traps in an attempt to alter behavior for the better, among both citizens and public servants.     

Performance‐Related Pay and the Crowding Out of Motivation in the Public Sector: A Randomized Field Experiment

This article advances our understanding of the effects of monetary rewards on public employee performance and of the contingencies that may moderate these effects. In a randomized control‐group experiment with nurses working at a local health authority in Italy, performance‐related pay (PRP) had a larger effect on task performance when the rewards were kept secret than when they were disclosed. The negative interaction between PRP and visibility was stronger among participants who were exposed to direct contact with a beneficiary of their efforts, which heightened their perception of making a positive difference in other people's lives. These results are consistent with theoretical predictions that monetary incentives for activities with a prosocial impact may crowd out employee image motivation. There were no crowding‐out effects when a symbolic reward was substituted for the monetary incentive.