Public Opinion, Risk Assessment, and Biotechnology: Lessons from Attitudes toward Genetically Modified Foods in the European Union

Proponents of biotechnology argue that citizens' opposition to innovations such as genetically modified (GM) foods is rooted in emotionalism, media and nongovernmental organizations' distortions of good science, and scientific ignorance. Critics charge that this "risk management discursive" is too reductionist, exaggerates scientific capacity, inappropriately privileges scientific values over social and political values, and inaccurately captures how citizens evaluate biotechnology. This article uses ordered logit analysis applied to the responses of Europeans to a 2005 Eurobarometer survey to test the validity of these competing perspectives in the area of GM foods. Our analysis supports the arguments of those calling for the inclusion of broader discursive social, political, and cultural elements in deliberations over GM foods. Analysis also shows that citizens are less emotional in evaluating GM foods than proponents claim and supports this "new politics of knowledge" perspective, but citizens also cling more tightly to hopes that science can resolve debates with objective analysis.     

The New World of Crises and Crisis Management: Implications for Policymaking and Research

In recent years, we have witnessed a series of spectacular crises and disasters: 9/11, Madrid and London, the Asian tsunami, the Mumbai attacks, the implosion of the financial system—the world of crises and disasters seems to be changing. This special issue explores how these crises and disasters are changing and what governments can do to prepare. This opening article defines critical concepts, sketches a theoretical perspective, offers key research findings, and introduces the contributions to the special issue.     

Beyond Performance Management: A Networked Production Model of Public Service Delivery

The use of outcome-based performance management as a means of coordinating and monitoring the production of decentralized public services has been growing. At the same time, it has been associated with significant problems, notably difficulty in controlling opportunistic behavior. However, alternative service delivery models based on open collaboration and coproduction, which can control opportunism, require initial trust between partners, and are often vulnerable to corruption, complacency, and rent-seeking. Thus, open collaboration models appear to need additional mechanisms that would promote trust building between partners even where trust is initially low, together with ensuring accountability and reducing opportunism. Based on a review of the recent business literature on networked production, the paper puts forward a service delivery model based on benchmarking, iterative planning and design, and error detection and correction mechanisms.     

公共行政的发展与变迁:新公共管理的研究途径

新公共管理理论是公共行政领域最为引人注目的理论之一.它的兴起,既是对传统公共行政理论的矫正,也促进了政府变革的发展.本文就其主要理论基础进行介绍、分析与评述,并就其未来的发展进行预测和评论.     

Public Value and the Ideal State: Rescuing Public Value from Ambiguity

Public value theory has had its supporters and critics, with debate about the use of strategic management by public managers and confusion about the meaning of public value. This paper formalises Moore (1995) into a simple theory. That theory introduces the concept of an ‘ideal state.’ The ideal state is a simple means of describing and analysing public value, using a graphical presentation. In an ideal state roles are clear and public value is optimised. Insights from that ideal state are then applied to a more real world to clarify the nature of public value and to consider the appropriate use of strategic management by public servants. The conclusion is that public value theory provides some justification for strategic management, but the paper also demonstrates the limits to strategic management by officials.     

公共管理的理论源流与变革

通过“新公共管理运动”而从传统公共行政理论范式中分化出来的“公共管理”，体现了一种新的理论范式整合。传统的公共行政，以韦伯的官僚制来破解庇护主义，以政治／行政分开来化解政党分肥，以官制度来建构行政组织的基本规范，以泰勒主义来保证效率行政的主导地位。这种行政改进逐渐变成公共行政中的教条主义。结果，官僚制成了官僚主义的代名词，政治／行政两分成了“两张皮”，官制度变成了族主义，效率主导变成了缺乏效果的效率。求解这些疑难导致了传统公共行政范式向“新公共管理”范式的转移。而突出公共性、现代性和综合性的公共管理的理论建构，就是以公共行政为底色而对新公共管理或管理主义、政策分析以及20世纪80年代兴起的公共治理理论的一次理论整合。     

新公共管理面临的挑战、批评和替代模式

新公共管理(new public management)是70年代以来的“行政改革”浪潮中的重要实践和理论。由理论基础、核心价值与思想、操作规则与手段三个层次构成。学们围绕这三个层次，对其进行了广泛的批评。如年代以来的治理(governance)，对新公共管理的理论基础、核心价值与思想、操作规则与手段三个层次，进行了全面超越与替代。     

European Cooperation on Future Crises: Toward a Public Good?

As crises grow more transnational in origin and effect, managing them effectively will require international cooperation. This article explores the dilemmas inherent to producing common crisis management capacities across national governments. Drawing on the literature related to "international public goods," the article builds an approach for understanding these dilemmas through the lens of collective action and the perverse incentives associated therein. The article applies this approach to cooperation in Europe on an issue that typifies the transnational crisis—the spread of communicable disease—and highlights obstacles to European Union ambitions to build a robust system for disease surveillance and control. Having isolated the obstacles, the article then identifies solutions to facilitate cooperation toward more effectively producing the good in question.     

公共管理的由来及其与公共行政的内在差异--由传统公共行政到公共管理研究之一

产生并服务于当代西方国家政府改革实践的公共管理,促进了行政科学理论研究的重大变化.这种转变,既丰富了行政科学研究的视野与研究方法,也带来了公共事务治理理念与治理模式的变革,从而为公共事务的有效治理、公共利益的有效实现,开辟了广阔的社会资源和发展前景.本文拟对公共管理的由来、特性及其与传统公共行政的内在差异,进行学理意义上的简要梳理和归纳.     

Public Management and Administration: a Need for Evolution

Recently, British public management has relied too much on private sector approaches suited to market‐facing situations, to the detriment of systems based on a realistic estimate of the special nature of public business, and its needs for economy and co‐ordination. Accountability processes have suffered from over‐simplification (targetry) and from a gross multiplication of mechanisms focusing on individual error, as opposed to ensuring intelligent assessment of business results. There has been an over‐emphasis on management of inputs and outputs, as opposed to systems gearing the result‐producing mechanisms to means for policy formation and co‐ordination of effort. We need now to re‐think and define properly the systems whereby ministers are advised, account is rendered, resources are allocated and effort is co‐ordinated—and the qualifications of the relevant actors. Suggestions are made to these ends.     

Preventing Transboundary Crises: The Management and Regulation of Setbacks

Setbacks—unanticipated, unwanted, and often sudden checks on moving forward—are common in crisis prevention. Managing setbacks, however, is rarely discussed. Even less discussed is the central role that setback management can play in preventing transboundary crises across interdependent critical infrastructures for electricity, water, transportation, and financial services. With a focus on the ongoing financial crisis and on strategies for resilience and anticipation, the article draws out implications for crisis prevention as the first, rather than last, line of defense in managing future crises.     

Policy Failure and Policy Learning: Examining the Conditions of Learning after Disaster

The policy learning literature indicates that governments can and do learn after a policy failure but not always. The purpose of this study is to examine the conditions under which policy failure leads to policy learning. It asks two questions. First, is policy failure associated with policy learning? Second, if policy is associated with policy learning, does the failure initiate different types of learning? Using the policy failure and learning literatures as an organizing framework, this paper analyzes three comparative cases of policy failure revealed by tornados in Greensburg, Kansas (2007); Joplin, Missouri (2011); and Moore, Oklahoma (2013). It finds that failure of the policy process in agenda setting is associated with instrumental policy learning. It also finds that there are two types of failure of decision making: failure to make a timely decision and failure to make any decision. The two types of decision‐making failure are associated with different types of policy learning. In addition, the contextual factors underpinning the link between policy failure and learning are prior experience with the policy problem and capacity to learn.     

Public Value Management: A Case Study of Transitional Change in Disability Sector Reform in Western Australia

This paper contributes to the study of public value management (PVM). PVM is distinguished from other approaches to public administration in its focus on establishing community networks and collaborative capacity building for the creation of public value. We explore PVM through a case study of a public–community sector partnership strategy called the positive behaviour framework (PBF), a state government initiative designed to transform services for people with disabilities. The development and implementation of the PBF is analysed via a transitional change or ‘sector awareness’ model. Each phase of the model is illustrated through ‘positive stories’ that depict key moments in the change process and in the activities that public sector managers employed to raise awareness, build capacity, and promote collaboration. We discuss the implications of the study for disability sector change management and for the further study of the PVM approach to public sector administration.     

Policy Change,Policy Feedback,and Interest Mobilization: The Politics of Nuclear Waste Management

Many of the leading theories of the policy process are aimed at providing insights into the factors that make policy change more (or less) likely. In general, policy change is seen as a result of shifting dynamics within policy subsystems. However, building on theories of policy feedback and interest mobilization, this article examines whether policy change, apart from being an effect of subsystem dynamics, can be a cause of shifting dynamics as latent actors are motivated to participate in the subsystem as a result of policy change. Two hypotheses regarding post‐policy change mobilization are developed and tested using data on participation in congressional hearings concerning the management of nuclear waste. The findings suggest that policy change can activate latent policy actors, specifically those actors that view themselves as “losing” as a result of the policy change. These results point to the need for scholars to examine the potential impacts of post‐policy change dynamics on policy development.     

公共管理的理论基础与实践发展--由传统公共行政到公共管理研究之二

在公共管理模式形成的过程中,跨学科的综合研究为其提供了多视角的思考和复合性的理论基础;而现实中政府因面临种种治理危机所驱动的持续性政府改革浪潮,为公共管理模式发展提供了源源不断的广阔空间.尽管西方国家政府改革的浪潮仍在持续,公共管理理论研究的理论基础也在不断扩展,但公共管理对传统公共行政的取代,既是必然也是现实.     

新公共管理：反思、批判与超越——兼评新公共服务理论

通过采用企业化政府的理念,新公共管理提高了效率,但也导致了公共性、公平、责任、价值诉求等公共管理价值的缺失.通过对新公共管理的反思和批判以及对新公共服务的理论基础、原则和内容的介绍,说明新公共服务在理论基础、价值选择、政府责任、公民精神方面不仅可以弥补和纠正新公共管理的偏颇,并可以替代新公共管理成为公共管理的发展趋势.     

Parallel Systems and Human Resource Management in India's Public Health Services: A View from the Front Lines

There is building evidence in India that the delivery of health services suffers both from an actual shortfall in trained health professionals and from unsatisfactory results of existing service providers working in the public and private sectors. This study focuses on the public sector and examines de facto institutional and governance arrangements that may give rise to well‐documented provider behaviors such as absenteeism that can adversely affect service delivery processes and outcomes. We analyze four human resource management (HRM) subsystems: postings, transfers, promotions and disciplinary practices from the perspective of front‐line workers—physicians working in rural healthcare facilities operated by two state governments. We sampled physicians in one “post‐reform” state that has instituted HRM reforms and one “pre‐reform” state that has not. The findings are based on both quantitative and qualitative measurements. The results show that formal rules are undermined by a parallel modus operandi in which desirable posts are often determined by political connections and side payments. The evidence suggests an institutional environment in which formal rules of accountability are trumped by a parallel set of accountabilities. These systems appear so entrenched that reforms have borne no significant effect. Copyright © 2015 John Wiley & Sons, Ltd.     

Model for Management of Public Funds Transfers in SICONV

This article consolidates the efforts of the Information Systems Research Group for the construction of a reference model for the management of agreements celebrated based on the Brazilian federal government＇s voluntary funds transfers. It presents the Reference Model for covenants＇ processes, which is the product of the third phase of this research project. This model will be used as reference in the fourth phase of this project, when it will be applied to a sample of covenants. Experience gained in this step will allow the consolidation of the Reference Model. An important contribution of this work is to facilitate the understanding of proposals, so processes analyzed can be improved and redesigned. Processes information, from organization to details of each activity, can then be disseminated to all interested parties. Results here presented are not final. They will serve as input to the next stage of the project, which is the Assessment of the Reference Model by selected Stadual and municipal governments. Each entity will contribute with its own perspective to improving the idealized model.     

Trans‐System Social Ruptures: Exploring Issues of Vulnerability and Resiliency1

This essay takes up a recently introduced term, trans‐system social ruptures (TSSRs), and demonstrates its applicability to understanding ruptures to transnational systems. Using the relationship between Canada and the United States as a focus point, the article differentiates national from transnational system social ruptures. The article goes on to explore national and transnational system vulnerability to and resiliency from TSSRs. The distinction between the two types of TSSRs poses empirical, operational, and policy implications. The objective and subjective emergence of TSSRs as a social problem has much to offer to our understanding of disaster events and future crises. The article closes with several recommendations for theoretical development.     

From New Public Management to Public Value: Paradigmatic Change and Managerial Implications

Both practitioners and scholars are increasingly interested in the idea of public value as a way of understanding government activity, informing policy‐making and constructing service delivery. In part this represents a response to the concerns about ‘new public management’, but it also provides an interesting way of viewing what public sector organisations and public managers actually do. The purpose of this article is to examine this emerging approach by reviewing new public management and contrasting this with a public value paradigm. This provides the basis for a conceptual discussion of differences in approach, but also for pointing to some practical implications for both public sector management and public sector managers.