Can Vendors Buy Influence? The Relationship Between Campaign Contributions and Government Contracts

Over the past 30 years, research on government contracting has identified three major influences that help explain variation in contracting decisions—managerial, organizational, and political. This study looks to advance the political influence literature by introducing a factor that has received limited attention—vendor influence. This study specifically focuses on contract transactions at the U.S. federal government to determine if vendors influence the contract award. Traditionally, political influence is studied at the macro or meso levels. This study shifts the unit of analysis to the micro level which requires a change in measurement of political influence. The study uses vendor campaign contributions to capture political influence on this new level of focus.     

Funding,Management, and Individual-Level Factors: What Factors Matter in Predicting Perceived Organizational Effectiveness?

Scholars have examined organizational effectiveness in state and federal government agencies to determine which factors matter. Their findings revealed that public organizational effectiveness is affected by environmental, human resource management, organizational, and individual-level factors. However, what is conspicuously absent is the impact funding has on organizational effectiveness. To further previous literature, this article examined agency funding levels as well as management and individual-level factors to determine the relationship these factors had on organizational effectiveness. In doing so, a model was developed to predict perceived organizational effectiveness, and it was tested on 330 United States government workers in the state of New York. The findings from the analysis were clear: perceived organizational effectiveness was impacted by employee perceptions regarding the level of funding the agencies were allocated. Additionally, the level of role ambiguity and employee participation in decision-making as well as employee job performance and public service motivation levels were also found to matter. The implications and limitations of these findings are discussed in the article.     

ARE ICTs IMPROVING TRANSPARENCY AND ACCOUNTABILITY IN THE EU REGIONAL AND LOCAL GOVERNMENTS? AN EMPIRICAL STUDY

This paper conducts an empirical study about the effect of e‐government on transparency, openness and, hence, accountability in 15 countries of the EU. Thus the effects examined cover over 84 per cent of EU population. The population also represents the different types of public administration styles that exist in Western developed countries. The paper compares the development and sophistication of 318 government web sites at sub‐national level and tests the impact of contextual and organizational factors. The study refers to regional and local governments since they play a key role both in the national pattern of government and in administering welfare policies. Benchmarking studies of e‐government are undertaken regularly by consultancy firms. Most of this literature focuses on central and federal governments in terms of examining trends in digital government. However, little research has been conducted from a comparative perspective on analysing the movement of EU countries to digital government at a sub‐national level.     

THE CONTRIBUTION OF ORGANIZATIONAL FACTORS IN THE SUCCESS OF ELECTRONIC GOVERNMENT COMMERCE

ABSTRACT

The purpose of this study is to identify factors which affect the success of electronic commerce applications in federal agencies and to explore the role of transformational leadership and strategic planning for Web sites in the success of electronic commerce applications designed to serve citizens. Based on the literature review relative to electronic government commerce, the research model in this study postulates that transformational leadership, strategic planning for Web sites and other factors such as the size and complexity of the Web site influence the success of electronic commerce applications in federal agencies. The success of electronic commerce applications is the dependent variable and is measured by a combination of user-based criteria and system-based criteria. This research employed a combination of an online questionnaire survey and a Web structural survey. Questionnaires were electronically mailed to IT managers and/or users who have e-mail addresses at federal agencies. The results of the research confirmed the close association between organizational factors (transformational leadership and strategic planning for Web sites) and the success of electronic commerce applications in federal agencies.     

Budgetary politics in the Russian federation:(1) the case: of sakha (yakutia)

This article traces the evolution of center-periphery relations between the Russian federal government and the Republic of Sakha (Yakutia) using an institutional framework. During each of three stages the author identifies a distinct set of institutional parameters that, to varying degrees, determined the powers of federal and regional institutions. Each stage is also identified with a unique central institutional conflict that helped shape the rules of the political games played during that period. From this perspective, institutional change is seen as a major determinant of Russian center-periphery relations. The article concludes that Sakha has had remarkable success in extracting budgetary concessions from the federal government. However, Sakha has been unable to force the federal government to implement all the promises it has made.

Nonetheless, the concessions that Sakha and others have received are significant, and prompt the conclusion that Russia has become a federal state. However, Russia is far from an equal federation.     

Local Government at the Nexus?

The modernisation of local government in the UK, pursued by Labour governments since 1997, has covered many, often conflicting elements. Councils have been encouraged to be both strategic ‘place shapers’ and also involved in the nurturing of democratic engagement. This latter theme of ‘democratic renewal’ has in itself contained paradoxical elements, but has been a consistent focus of attention. This debate around democratic renewal has also taken place in the context of a broader ‘rethinking’ of local governments’ role, in an era of partnerships, governance and new models of service delivery. Normatively and practically new justifications for local government have been sought. One such normative foundation has drawn on a range of theoretical perspectives to reimagine the place of local government in the democratic polity, seeing local authorities and local councilors as facilitators or nurturers of democratic health. In particular, broad theoretical developments in communicative and deliberative democracy, and also, more recently, on work based in ‘second generation’ governance theory, have been drawn upon to place local government at the nexus of state and civil society. This paper will examine the possibilities for such a role, from a normative standpoint, to argue that local government can have only limited success in this role, particularly in the context of New Labour's restructuring of the local state.     

Returning to the record: Originalism and the evolution of public assistance policy

This article clearly demonstrates that qualitative techniques are indispensable for gaining a more comprehensive understanding of public assistance policy's evolution. Rather than reinforcing the generally accepted view that Southern Members of Congress were steadfastly opposed to an expansion of central government power and influence, an analysis of the Congressional Record reveals that representatives from the South often were ardent advocates of an expanded federal role. Qualitative analysis also challenges the prevailing view that the national government is the primary instigator of policies which enhance federal power. During the period under study, all increases in federal match rates for public assistance, except one, emanated from Members of Congress who were attempting to increase the flow of federal funds to their states. In view of the divergence between generally accepted views and the findings produced by qualitative analysis, it is clear that qualitative methods are an invaluable tool in theory construction and highlighting promising avenues of inquiry.     

Choosing Coalition Partners in Belgian Local Government

Government formation is a crucial phase after elections. This article focusses on coalition formation in Belgian local government after the elections in 2006. Coalition theories have mainly been developed at the national level, but they are also applicable to the local level where there is no shortage of coalitions. This level offers the opportunity to not only test rather classic coalition theories such as minimum size theories or the coalitions’ incumbency status. In a federal state like Belgium we can compare the local coalitions with coalitions made at higher levels. The results show that the local political parties prefer to form minimal winning and minimum parties coalitions, but not the smallest coalition that is possible. Coalitions are also more likely to form when they represent the incumbent coalition. Finally, political parties prefer congruent coalitions with the federal and regional government.     

Reinventing Human Resource Development: Unintended Consequences of Clinton Administration Reforms

Abstract

Many Clinton–Gore government reform initiatives focused on federal training. The reforms were intended to make training a more flexible management tool and give line managers more authority for employee development and training. Under political directives, a number of changes were undertaken simultaneously without adequate monitoring to evaluate their impact on agency performance. Many changes had unintended, negative consequences. When reinvention efforts ended in 2000, federal training programs did not work better and cost less and, in fact, the opposite was true and many problems remained unsolved.     

The challenge of design of intergovernmental relations in economies in transition

The governments of Eastern Europe and the former Soviet Union are at a crucial juncture in their movement from highly centralized command economies to more decentralized market economies. While there is a belief in these countries that decentralization brings greater economic efficiency, the reality is that such a transition is a difficult process. This paper examines what types of administrative reforms are needed for the decentralization process, how far along the countries are with respect to these reforms, and what reforms are missing. As we discuss, many of the necessary administration reforms are missing and we argue that more attention must be paid to these elements for successful decentralization of these governments.

This paper examines the recent experience and reform needs of the key administrative aspects of the design of intergovernmental relations in countries in transition in Eastern Europe and in the former Soviet Union. There is a widespread realization in all of these countries that decentralizing government will help increase efficiency in the public sector just as privatization will improve efficiency in their economies. Decentralization of government operations is also attractive as a way to cement a democratic form of government. Despite the appearances of the existence of an already decentralized system, such as in the case of the Soviet Union, this experiment started in practically all cases with a lack of institutions and experience on how decentralized government operations should be organized.

As different as these countries are, there are many similarities in the reform process they are following in order to decentralize government structure. While the basic components of a decentralized system of government are emerging in many of these countries the structure of government has not fully evolved in a manner that can support such a decentralized system. Often, governments remain structured along a vertical hierarchy: information, budgetary authority, and revenue pass from the central government down to subnational levels of government while little communication or interaction exists at a horizontal level. In general, the assignment of revenue and expenditure has not been clearly defined among the two or three levels of government, central government transfers continue to occur in a relatively ad hoc manner, and the entire budgeting system still rests in many cases on more or less formal system of negotiations and bargaining among the different levels of government. There has been some change in this structure in certain countries. Over the last three years, both Poland and Hungary have legally increased the automony of subnational governments. In 1994 in Russia a new and more transparent system of intergovernmental grants has been established between the federal government and the regions. In 1994 also, Latvia introduced a more transparent formula-driven, transfer formula for the regional and municipal governments.

The focus of this paper is to develop a “blue print” for necessary changes in organization and administration of intergovernmental relations in countries in transition. While many experts have recently been discussing the public finance policy components of this new, evolving relationship among levels of government, less attention has been paid to the structural and administrative challenges and the information design issues that must be met in order to develop and support a system of intergovernmental relations.

The paper is organized as follows: First we review the major responsibilities and their allocation among levels of government, the assignment of revenue sources, and the system of transfers. We then turn to a discussion of the current experience of Eastern European and NIS countries in the context of the structural components of an intergovernmental fiscal system. Next, we analyze the organizational reforms that are necessary for the efficient functioning of a decentralized system of government in the economies in transition. Finally we “rate” the transition economies in relation to their current design of the system of intergovernmental relations and support mechanisms.     

Lost in Translation: A Multi‐Level Case Study of the Metamorphosis of Meanings and Action in Public Sector Organizational Innovation

This paper explores the early implementation of an organizational innovation in the UK National Health Service (NHS) – Treatment Centres (TCs) – designed to dramatically reduce waiting lists for elective care. The paper draws on case studies of 8 TCs (each at varying stages of their development) and aims to explore how meanings about TCs are created and evolve, and how these meanings impact upon the development of the organizational innovation. Research on organizational meanings needs to take greater account of the fact that modern organizations like the NHS are complex multi‐level phenomena, comprising layers of interlacing networks. To understand the pace, direction and impact of organizational innovation and change we need to study the interconnections between meanings across different organizational levels. The data presented in this paper show how the apparently simple, relatively unformed, concept of a TC framed by central government is translated and transmuted by subsequent layers in the health service administration, and by players in local health economies, and, ultimately, in the TCs themselves, picking up new rationales, meanings and significance as it goes along. The developmental histories of TCs reveal a range of significant re‐workings of macro policy with the result that there is considerable diversity and variation between local TC schemes. The picture is of important disconnections between meanings, that in many ways mirror Weick's (1976) ’loosely coupled systems’. The emergent meanings and the direction of micro‐level development of TCs appear more strongly determined by interactions within the local TC environment, notably between what we identify as groups of ’idealists’, ’pragmatists’, ’opportunists’ and ’sceptics’ than by the framing (Goffman 1974) provided by macro and meso organizational levels. While this illustrates the limitations of top down and policy‐driven attempts at change, and highlights the crucial importance of the front‐line local ’micro‐systems’ (Donaldson and Mohr 2000) in the overall scheme of implementing organizational innovations, the space or headroom provided by frames at the macro and meso levels can enable local change, albeit at variable speed and with uncertain outcomes.     

“Let's organize”: The organizational basis for stable public governance

This study carries two distinct contributions to extant literature. Theoretically, it introduces an organizational approach to the study of public governance. Empirically, it demonstrates how the organizational architecture of government represents a stable and systemic capacity for public governance across time. The study establishes how stability serves as an enduring feature of public governance and how this is anchored in the organizational architecture of government systems. Moreover, structured flexibility is illustrated by how the civil service adapts to both international organizations and societal stakeholders. Theorizing the organizational dimension of public governance, this study also introduces a design tool that may be useful for deliberately (re)structuring public governance. Empirically, these arguments are probed by a sizable dataset with 13,173 observations across 40 years, consisting of nine surveys of civil servants at ministry and agency levels. The data enables a long-term perspective on government civil servants over nearly half a century, thus allowing for a comprehensive study of the organizational basis for public governance.     

Federal budgeting prognosis: madison's nightmare ?

The process of budgeting for the federal government has broken down, leading to annual gridlock, misleading budget accords, and ever larger national deficits. This process failure (as evidenced by the ineffectiveness of Gramm-Rudman-Hollings legislation, “tricky” government accounting practices, and suspicion surrounding the 1990 Budget Summit agreement) has its roots in the very safeguards created by Founding Father James Madison. A “Madisonian Nightmare” of partisan politics and powerful, stable interest groups now makes achieving responsible federal budgets nearly impossible.     

Science,technology, and public administration: the government-university nexus

The relations between governments and universities, particularly with respect to science and technology, is traced from the agricultural period and the land-grant era to the research and development era involving particularly the fields of medicine and defense, to the modern era which is lacking a coherent national policy.

Among the institutional relations that are critical to science, technology, and public administration, those involving government-university linkages stand out. In the past, there have been two major eras of government/university relations: the land-grant era and the federal mission agency era. More recently, a third era has emerged—what we call the new federalist era. The first period featured a decentralized institutional model focused on a single economic sector: agriculture. The second was characterized by a more centralized federally dominated approach. This third era is still evolving. Its primary ingredients include university ties with many segments of industry. And government includes that as well as federal agency roles.

During the land-grant era, dating from 1862, a large number of universities, devoted initially to problems of agriculture and the mechanical arts, were created. The era was characterized by a research system involving a federal agency, state government, universities, and an industry of individuals with little or no research capability. It was a highly decentralized system, responsive to multiple needs throughout the country, with a heavy emphasis on technology transfer. It gave the initial impetus to the university in fashioning an applied role. Whatever else may be said about this system—good or bad—it certainly made the American agricultural industry more productive.

In the federal mission agency era, dating from World War II, federal agencies spent vast sums to pursue national goals in defense, space, energy, and other fields by creating programs supporting universities. On the expectation there would eventually be practical payoffs, federal agencies supported basic research largely on the universities’ terms. States were not involved in any significant degree. Industry was, of course, very much a part of this system, but in the case of defense and space, it was primarily as developers of technology for government rather than users of technology for civilian goals.

This system worked unevenly. The greatest continuity was the Department of Defense (DOD) as a sponsor of research and development, including research in universities. That is what was seen as a problem in the era of Vietnam. For many critics, it is a problem today, with Star Wars merely the most dramatic example of a too close university involvement with DOD.

There were discontinuities in most of the areas of federal mission agency support. At the time of Minnowbrook I, the desire was to redeploy science and technology to other mission areas that would improve the human condition. The process was difficult, as various domestic agencies had problems establishing and maintaining relations with science and technology. In the 1980s, most of the civilian programs were cut back and the energy program was slated to be eliminated altogether.

Today, the United States research system, and thus the government-university partnership, is in a new-federalist era of science and technology. Here, the federal government, state governments, industry, and universities cooperate and collide as each tries to make the most of several new technologies now emerging with a perceived high economic potential. Meanwhile, the university-DOD relationship has been rebuilt after a decade of rupture. In an environment of increasing global competition, the old institutional models are giving way to novel arrangements.

What has happened is that a new mission—a new problem or opportunity—has become more salient in the 1980s. This is the mission of economic development and competitiveness. Economic competitiveness is a broad and diffuse mission. The juxtaposition of this mission with science and technology is because a good part of this competition is expected to be waged on the frontier of new technology. Japan, in particular, has made technological leadership in the cluster of fields cited above a national imperative, and other nations are following suit.⁽¹⁾

No federal mission agency is clearly identified with, much less in charge of, a mission. Indeed, the mission has not been officially proclaimed but exists only as a rallying cry. The question to be resolved is whether the present scattered response is enough, or if a more comprehensive national policy should be established. If established, should a new federal mission agency be set in motion to lead the assault—perhaps one modeled after the Japanese MITI? If so, how would it relate to the other players? Given the role of the states in particular, it would seem that a cooperative model drawing on federal and state resources might be designed.     

THE INSTITUTIONAL AND ORGANIZATIONAL CAPABILITIES OF LOCAL GOVERNMENT

Local government is the subject of official review. This paper suggests that any review of the system of local government should consider at the outset the purposes or values which provide the rationale for local government, and should examine how the institutional framework and prevailing organizational practices promote or hinder achievement of those values. The values of local government as traditionally understood are summarized and aspects of the institutional framework and organizational practices are explored.     

Federal sector union liability for breach of duty of fair representation under title vii of the civil rights act: The problem of legal uncertainty

The duty of fair representation (DFR) was initially formulated by the U.S. Supreme Court in the 1940s to protect racial minorities working in the private sector from discrimination by their unions. More recently, the courts have extended the protections afforded by the DFR to state and local government workers. However, the ability of federal employees to invoke this doctrine, specifically under Title VII of the Civil Rights Act as amended, has not yet been resolved. This article examines the case law addressing this issue and argues that federal employee unions, just as unions operating in the private sector and at the state and local levels of government, should be subject to DFR obligations.     

OF POLITICS AND PURPOSE: POLITICAL SALIENCE AND GOAL AMBIGUITY OF US FEDERAL AGENCIES

As scholars have observed, government agencies have ambiguous goals. Very few large sample empirical studies, however, have tested such assertions and analysed variations among organizations in the characteristics of their goals. Researchers have developed concepts of organizational goal ambiguity, including 'evaluative goal ambiguity', and 'priority goal ambiguity', and found that these goal ambiguity variables related meaningfully to financial publicness (the degree of government funding versus prices or user charges), regulatory responsibility, and other variables. This study analyses the influence of the external political environment (external political authorities and processes) on goal ambiguity in government agencies; many researchers have analysed external influences on government bureaucracies, but very few have examined the effects on the characteristics of the organizations, such as their goals. This analysis of 115 US federal agencies indicates that higher 'political salience' to Congress, the president, and the media, relates to higher levels of goal ambiguity. A newly developed analytical framework for the analysis includes components for external environmental influences, organizational characteristics, and managerial influences, with new variables that represent components of the framework. Higher levels of political salience relate to higher levels of both types of goal ambiguity; components of the framework, however, relate differently to evaluative goal ambiguity than to priority goal ambiguity. The results contribute evidence of the viability of the goal ambiguity variables and the political environment variables. The results also show the value of bringing together concepts from organization theory and political science to study the effects of political environments on characteristics of government agencies.     

Terrorist incident management and jurisdictional issues: A Canadian perspective

This article briefly outlines the organization and procedures that have evolved at the federal level of the government of Canada for the handling and management of crises relating to internal security. Organization of policy formation and organization for crisis management are discussed. Jurisdictional difficulties between the federal and provincial governments are analyzed. The basic policy framework is to deal with terrorist incidents by refusal to yield to the demands of hostage takers, without precluding the granting of minor concessions, limited in scope to the immediate place and time of the incident. Unresolved policy issues are listed.     

PSYCHOLOGICAL BARRIERS IN THE ROAD TO SUSTAINABLE DEVELOPMENT: EVIDENCE FROM PUBLIC SECTOR PROCUREMENT

This article provides a conceptual framework for understanding key psychological barriers to implementing sustainable development in procurement process by local government and health care authorities. This task is an important one as a comprehension of psychological barriers is a prerequisite for understanding how individuals engage with the often more visible technical, budgetary or regulatory barriers in sustainable procurement. The article highlights how progress towards sustainable procurement is hampered by a combination of (1) individual factors; (2) organizational factors; (3) small group adaptation processes; (4) adaptation processes within the organization; and (5) external adaptation processes between organizations. The framework thus contributes to filling the conceptual space between human agent and organizational structure by pointing to the importance of cognitive filters and ideational resources that interact at various levels within an organization and in the complex network of formal or informal partners that surround it.