Leadership and Institutional Reform: Engineering Macroeconomic Policy Change in Australia

This article seeks to enhance the actor perspective on major policy reforms. It builds upon the literature on "policy entrepreneurs" and addresses its explanatory vagueness by specifying five hypotheses outlining the actions that proponents of major policy change need to take in order to be effective in forging departures from existing, path-dependent policies and to overcome entrenched opposition to reforms. These hypotheses on "reformist political leadership" (after Blondel) are applied to the four attempts to reform key aspects of macroeconomic policy in Australia under the first two Labor governments led by Robert J. Hawke.     

美国政府反垄断政策转变的深层原因及启示

2000年6月7日,杰克逊法官最终宣判微软公司严重违反了反垄断法,因而裁定将其一分为二.至此,被称为"世纪末审判"的美国司法部诉微软公司案暂时告一段落.     

Autonomous Policy Leadership: Steering a Policy Process in the Direction of a Policy Quest

This article attempts to make a contribution to the literature which reflects a growing interest in the conditions underlying radical policy reform. It advances a concept of autonomous policy leaders who can be distinguished from vote-buying politicians by their passionate commitment to "make a difference" by advancing a particular policy quest, with particular reference being made to the way such leadership was exercised by Roger Douglas, New Zealand Minister of Finance from 1984 to 1989. Although such leaders resemble the "policy entrepreneurs" described in "garbage can" models, their goals are more ambitious and the window of opportunity they are waiting for (with its characteristic mix of crisis, mandate, honeymoon and weakened opposition) much greater. They are also dependent on, and emerge from with, an advocacy coalition network which provides them with the backing and resources to redirect public policy. This redirection may produce a backlash from groups concerned that these policy elites may steer the policy process too far in a particular direction.     

How Leadership and Public Service Motivation Enhance Innovative Behavior

Prior research has linked the innovative behavior of public sector employees to desirable outcomes such as improved efficiency and higher public service quality. However, questions regarding the drivers of innovative behavior among employees have received limited attention. This article employs psychological empowerment theory to examine the underlying processes by which entrepreneurial leadership and public service motivation (PSM) shape innovative behavior among civil servants. Based on three‐wave data from 281 Chinese civil servants and their 59 department heads, entrepreneurial leadership is found to positively influence subordinates' innovative behavior by enhancing two dimensions of psychological empowerment: meaning and impact. Additionally, PSM was found to influence subordinates' innovative behavior by enhancing the dimensions of meaning and competence. These findings suggest that to facilitate innovative behavior among employees, public organizations should consider introducing training that encourages leaders to serve as entrepreneurial role models and recruit employees with high levels of PSM.     

Lessons from Leadership Theory and the Contemporary Challenges of Leaders

Leadership theories and the academic literature can sometimes seem difficult for practitioners to understand because of complex conceptualizations, obscure terms, and its enormousness. Yet taken as a whole, the literature makes a great deal of sense and has much to offer. Indeed, the truths are often quite simple, elegant, and straightforward. The purpose of this article is to review the major findings of the organizational leadership literature and to identify the important overarching insights, specifically those of particular importance to today's leaders in administrative positions in the public sector, where an evolving context constantly reconfigures age‐old challenges.     

Building Green: Local Political Leadership Addressing Climate Change

Municipal agreements have been instrumental in communicating commitment to addressing climate change at the local level. However, what is the practical implication of this potentially symbolic decision? This study examines the power of mayoral participation in climate change agreements in driving the proliferation of sustainable or “green” building in a city as a mechanism to reach its climate change goals. In addition, mayors can localize what is otherwise a public good by framing green buildings as having other tangible impacts on a community. We analyze the impact of political leadership on green building projects in 591 cities in 50 U.S. states, controlling for a variety of city‐ and state‐level variables. Hierarchical models indicate that mayoral leadership in climate change policy fosters green building, while state‐level predictors are not as important as city policy in creating green buildings. Our research concludes that local governments can be a very effective venue in addressing broad climate change goals.     

Ideas and Policy Change

Peter Hall's 1993 article came at the same time as a parallel body of literature was developing, some building explicitly, some only implicitly, on similar ideas. I review some literature on policy communities, ideas, and the nature of policy change before exploring the statistical distribution of budget changes at three levels of aggregation. The similarity of these results suggests that a single process may be at work rather than different processes for first‐, second‐, and third‐order change, as Hall's original formulation has it. As Hall suggests, these processes typically generate only marginal adjustments but occasionally create fundamental change. The degree of discredit to the status quo may be an important unexplored variable in explaining the ability of policy reformers to enact marginal, substantial, or fundamental policy changes. In sum, this article shows the similarities and mutual value of Hall's approach with others that would appear to be starkly contrasting.     

Attitude Change and Policy Decisions: The Case of Norwegian Alcohol Policy

In a democracy, political decisions ought to be based on public opinion. In practice, however, the mechanisms connecting voter preferences and public policy are complex, and it appears that public opinion may be partly policy-shaping and partly shaped by policy. In this article, some of these mechanisms are discussed. The article presents, first, three models of public reactions to policy decisions. These models are then applied in an analysis of the liberal trends in Norwegian alcohol policy as well as attitudes towards this policy. The results are consistent with a "consumer model", where citizens evaluate public policy according to their preferences, as well as a "support model", where they tend to follow and support decisions made by political leaders. A "discontent model", where implementation brings about less acceptance of a policy, is not supported by the data.     

Value Conflict and Policy Change

The analysis of policy change has produced a number of contrasting theoretical approaches, each offering a lens through which to view policy phenomena. This article suggests that the existing menu of approaches for understanding change can be usefully complemented by an understanding of the role played by value conflict. Using institutionalist analysis, I argue that the need to make value‐choices in a nondisruptive way shapes large areas of government activity, particularly in Westminster systems, and explains many observed patterns of stability and change. Building on work by Thacher and Rein, I describe and characterize six types of response to value conflict, giving examples of the role and implications of each. It is not claimed that all policy change can be understood in this way—simply that some types of change reflect the value‐based nature of public policy itself, and the fact that political and bureaucratic systems must evolve mechanisms for dealing simultaneously with thousands of competing and conflicting policy values.     

Western Wildfires: A Policy Change Perspective

My research objective in this article is to analyze policy change affecting wildfire suppression programs administered by the United States Forest Service and the United States Department of the Interior. Using a variant of the punctuated equilibrium approach, a content analysis of New York Times stories dealing with wildfires over the past two decades was examined in relation to both administrative and legislative policy changes. I conclude by suggesting that administrative shifts were undertaken by federal land administrators in response to crises and media attention to protect decisional autonomy as well as forest resources, while the architect of legislative change was a president taking advantage of the combined effects of increasingly intense wildfire seasons, demographic shifts involving the movement of people and structures to the high‐risk wildland urban interface areas, greater media scrutiny, and pressure to act from wildfire weary constituencies.     

How American Core Values Influence Public Policy: Lessons From Federal Aid to Small Business, 1953–1993

Why does the federal government provide aid for small business? This article contends that American core values are one of the sources of small business aid. Rather than taking the values/policy congruence approach of the national values school, it demonstrates a mechanism through which core values have influenced small business aid and through which core values likely influence other policies. The focus is on the processes of policy problem definition. While a role for core values in problem definition processes has been noted previously, core values have neither been a center of attention, nor have the various paths of values influence been linked. Analysis of the problems defined in the legislative histories of 39 systemically selected small business aid enactments, 1953–1993, shows avenues of values influence that have been under-appreciated or not appreciated at all.     

Getting People to Behave: Research Lessons for Policy Makers

Many government policies attempt to change the behavior of individuals and businesses. This article argues that policy makers and administrators should (1) think comprehensively about the barriers that may keep target populations from complying with government policies, (2) match policy instruments to the most important barriers that inhibit compliance, and (3) take into account heterogeneity within the target population. Relatively nonintrusive strategies such as social marketing, providing resources to targets to help them comply, and manipulating options and defaults (choice architecture) are politically attractive but unlikely to secure compliance when incentives for noncompliance are high. Based on the three basic principles outlined in the article, the author recommends strategies to increase compliance, including the use of leverage points and secondary targets, adjusting for unanticipated behavioral responses, and employing long‐term, multiphase strategic management of behavior change initiatives.     

Evaluating Thatcher: Sceptical Versus Synthetic Approaches

Sceptical approaches to the Thatcher governments provide a useful corrective to exaggerated accounts of their impacts. In particular they point to dependencies in policy-making and implementation. However, evaluating Thatcher via comparison with other post-war UK governments questions excessive scepticism. It suggests that Thatchers governments have made more of a difference than most of their predecessors. In contrast with sceptical views, synthetic views see the significance of the Thatcher governments as more than the sum of their parts. They identify dynamic qualities in the Thatcher governments' approach to policy change, particularly regarding 'policy learning' and 'rolling agendas'.     

Comparative Climate Change Policy and Federalism: An Overview

This commentary provides an overview of the four papers in this issue of Review of Policy Research on the politics of climate change. The papers all address in one way or another aspects of how federal‐type systems are dealing with the collective action and multilevel governance issues of climate change policy. The comparative study of federal systems provides insight into how domestic authority is so often overlapping and divided when dealing with greenhouse gas emissions and climate change. Federal arrangements offer a rich array of norms, institutions, and practices for tackling these problems. Federal systems grapple continuously with the kinds of issues that are the most intractable in the climate change case, such as overcoming interregional differences of interests and values. A common federal feature is competition among subnational governments and between them and national or federated governments over climate change policy, which has been especially significant in the United States and in Canada in the relative absence of national action––although soberingly, the whole is as yet nowhere near as great as the sum of the parts. More significant, but rarer is the achievement of tighter coordination in federal systems achieved through intergovernmental co‐decision, as seen in the European Community and Australia. This has been accomplished in large part due to a consensus among all intergovernmental parties on the nature of the problem and congruence with the existing international regime, characteristics missing in the North American context.     

Banality in Politics: Margaret Thatcher and the Biographers

There are numerous biographies of Margaret Thatcher, but as yet no full-length study has been written by a political scientist. This is a disappointing omission from the literature, and reflects a general tendency to undervalue biographical studies. One result has been the production of scholarly work on the Conservative party between 1975 and 1990 which is unduly abstract and often misleading. Equally, although some excellent biographies have been produced – and Thatcher's memoirs are among the best of their genre – the unique perspectives of political science can yield some fascinating insights into her career, her party and the changing nature of British government. This article traces some of the crucial interactions which influenced Thatcher – her family background, her experiences within the Conservative party, her electioneering and her conduct of government. It concludes that although Thatcher's personality developed as a result of these encounters, as an adult she affected institutions far more than they affected her. This raises interesting, but not insuperable challenges for political scientists. Individuals do matter, and their influence can be appraised within a broader context. Ironically, it seems that complex characters conform more readily to generalisable norms of political conduct; Thatcher, by contrast, broke many of the accepted rules precisely because her personality was so banal.