WHAT IS GOVERNANCE IN THE ‘PUBLIC INTEREST’? THE CASE OF THE 1995 PROPERTY FORUM IN POST‐CONFLICT NICARAGUA

‘Public interest' (synonymous here with ‘common good’ and ‘public good’) is a central concept in public administration. In an important, basic sense, we evaluate the effectiveness of governments in terms of whether their policies are detrimental to, or benefit, public interest. However there are problems operationalizing public interest: it seems a concept that is simultaneously indispensable yet vague. While difficulties operationalizing public interest are widely understood, a further problem is insufficiently acknowledged. This is that many features underpinning public interest (a tradition of citizenship, stable government, a rule of law, basic infrastructures) are taken for granted in established democracies. However, in other contexts we cannot assume these. Examining what public interest means in developing countries can be useful to identify these taken for granted assumptions, and to re‐examine this ubiquitous and enduring concept. We do this through a case study of land rights reform in post conflict Nicaragua.     

TAKING THE ‘HIGH ROAD’: DOES PUBLIC SERVICE MOTIVATION ALTER ETHICAL DECISION MAKING PROCESSES?

Although public administration scholars have long been interested in promoting administrative ethics, recent lapses in judgment by government employees make the study of ethics even more pressing. Yet, we know relatively little about how public values and publicly oriented motives influence the ethical obligations employees reference when confronting organizational problems. We employ Perry's (2000) process model of public service motivation to connect public values, public service motivation, and employees' understanding of their ethical obligations. Using data collected from over 1,400 managers in United States municipal governments, we present findings that suggest that public service motivation appears to be positively correlated with ethical obligations rooted in virtue and integrity, or high road ethics, for less professionalized employees. Further, broader constellations of public values encourage increased application of high road ethics for the same employees, but only to the extent that they foster public service motivation.     

‘Accountability’: An Ever‐Expanding Concept?

The scope and meaning of 'accountability' has been extended in a number of directions well beyond its core sense of being called to account for one's actions. It has been applied to internal aspects of official behaviour, beyond the external focus implied by being called to account; to institutions that control official behaviour other than through calling officials to account; to means of making officials responsive to public wishes other than through calling them to account; and to democratic dialogue between citizens where no one is being called to account. In each case the extension is readily intelligible because it is into an area of activity closely relevant to the practice of core accountability. However, in each case the extension of meaning may be challenged as weakening the importance of external scrutiny     

CONVERGING UNDER PRESSURE? COUNTERTERRORISM POLICY DEVELOPMENTS IN THE EUROPEAN UNION MEMBER STATES

This article analyses counterterrorism policy convergence among the 27 European Union (EU) member states between 2000 and 2006. While considerable academic interest has been devoted to the common European Union policy in response to terrorism after September 11, few studies have compared counterterrorism policy-making at the member state level. This gap raises the question whether the institutional framework of European counterterrorism policy-making has stimulated convergence of national policies. Data on five policy instruments for counterterrorism show that the aggregated implementation rate increased by almost 55 per cent in this period, which indicates a trend towards policy divergence within the EU as a whole. However, the findings also reveal significant variation in the level and pace of policy instrument implementation. One potentially important variable explaining national policy developments is the degree of political pressure from the EU on member states, while EU membership accession and national counterterrorism policy legacies were less important factors.     

THE USE OF PERFORMANCE INFORMATION IN BUDGETARY DECISION‐MAKING BY LEGISLATORS: IS ESTONIA ANY DIFFERENT?

The goal of this article is to examine to what extent legislators in Estonia use performance information in budgetary decision‐making. Interviews with the members of the finance committee of the parliament show that legislators make only limited use of the formal documents containing performance information. Instead, they rely, for the most part, on informal social networks for gathering information they consider necessary for budget discussions. According to the legislators, the main reasons for limited use of performance information are the following: the documents containing performance are too long and cumbersome, the legislative budget process is too time‐constrained, and the parliament has only a limited role in making substantive changes to the budget. The study also indicates that more experienced politicians are less interested in performance information than the novices but there are no significant differences between legislators from governing and opposition parties.     

Facing the challenges of research‐informed knowledge mobilization: ‘Practising what we preach’?

The political imperative to make public services more evidence based has contributed to the growth in the past two decades of both research and practice in the field of knowledge mobilization: the range of approaches to encourage the creation, sharing and use of research‐informed knowledge alongside other forms of knowledge. Paradoxically the growth of the field has made the challenge of encouraging research use much more complex and uncertain, and the roles of knowledge mobilizers much more diverse and demanding. This in‐depth interview study of knowledge mobilization in 51 agencies concerned with knowledge for public services breaks new ground in exploring a paradox at the heart of knowledge mobilization practice: the challenges that research agencies face in practising in research‐informed ways themselves.     

THE MAKING OF NEW CHINESE BUREAUCRATS: THE CUSTOMS COLLEGE AND THE CHINESE CUSTOMS STAFF, 1908–1949

Abstract

This article examines how new Chinese bureaucrats were made at the Customs College to retrieve the Chinese Maritime Customs Service from the foreign staff in the Service. The policies of training new bureaucrats vacillated between three courses: generalist education, specialist training, and cadre cultivation. China’s assertion of control over the Service set the scene for four decades of political struggle between the Inspectorate of Customs, Chinese governments, and the Nationalist Party.

The article’s first section explores how China’s drive to self-modernization generated the needs for new bureaucrats, led to the College’s initiation, and shaped its educational program and policies. The second section examines how the Nationalist Party politicized the College’s education and discusses interrelations between the war decade from 1937–1949 and the decline of the College’s status. Finally, it concludes by discussing the continuity of the College in Mainland China and Taiwan after 1949.     

PUBLIC POLICY NETWORKS AND ‘WICKED PROBLEMS’: A NASCENT SOLUTION?

The last two decades have seen a shift in public services organizations from hierarchies to networks. Network forms are seen as particularly suited to handling ‘wicked problems'. We make an assessment of the nature and impact of this shift. Using recent evidence from the United Kingdom (UK) National Health Service (NHS), we explore the nature and functioning of eight different public policy networks. We are also interested in whether there has been a radical transition – or not – from hierarchical to network forms.     

‘What Counts is What Works’? Constructing Evaluations Of Market Mechanisms

This paper draws on a study of the introduction of market testing in the UK civil service to explore ways in which managers involved in the implementation of the new policy constructed evaluations of its impact. It is structured around three arguments. The first concerns the problems of evaluating 'what works' in the multi-stakeholder, multi-goal context of public management. The research highlights a range of overlapping and sometimes conflicting evaluation criteria across different organizational and occupational groupings. The second argument explores the difficulties of evaluation in the context of shifting policy objectives and the dynamic nature of institutional change. The research shows how the practitioners involved shaped and reshaped their construction of events over time as unanticipated benefits and disbenefits became evident. It also suggests ways in which they responded to the changing policy context, constructing new rules and norms of action over time. The third argument concerns the different levels of analysis underpinning managers' constructions of 'efficiency' and 'effectiveness', and how these constructions were deployed as strategies of legitimation in shaping the process of institutional change.     

EXIT AND VOICE IN LOCAL GOVERNMENT RECONSIDERED: A ‘CHOICE REVOLUTION’?

Market‐based public management reform has introduced customer choice among competing providers of public services. Choice entails exit, an option which Albert Hirschman famously reserved for the market, while voice is the key mode of communication in political life. Based on elite and mass surveys, the article studies how exit is perceived by citizens and local political and administrative leaders in Norway and Sweden, and how the two strategic options relate to each other. Citizens are more positive towards customer choice and exit than are leaders, albeit with some variation across different public service sectors. Political and administrative leaders are positive towards customer choice models as a strategy to empower clients but more critical in terms of the potential loss of accountability and control that contracting out services may entail.     

IS OUTPUT PERFORMANCE ALL ABOUT THE RESOURCES? A FUZZY‐SET QUALITATIVE COMPARATIVE ANALYSIS OF STREET‐LEVEL BUREAUCRATS IN SWITZERLAND

This article refines Lipsky's assertion that lacking resources negatively affects output performance. It uses fuzzy‐set Qualitative Comparative Analysis to analyse the nuanced interplay of contextual and individual determinants of the output performance of veterinary inspectors as street‐level bureaucrats in Switzerland. Moving ‘beyond Lipsky’, the study builds on recent theoretical contributions and a systematic comparison across organizational contexts. Against a widespread assumption, output performance is not all about resources. The impact of perceived available resources hinges on caseloads, which prove to be more decisive. These contextual factors interact with individual attitudes emerging from diverse public accountabilities. The results contextualize the often‐emphasized importance of worker–client interaction. In a setting where clients cannot escape the interaction, street‐level bureaucrats are not primarily held accountable by them. Studies of output performance should thus consider gaps between what is being demanded of and offered to street‐level bureaucrats, and the latter's multiple embeddedness.     

NAZI GERMANY AND PUBLIC ADMINISTRATION 1933–42: THE MOST IMPORTANT LABORATORY FOR DEPRESSION AMERICA?

The inter‐war period saw a flowering of comparative research on emergency administration in response to the Great Depression. This article argues that Weimar and Nazi Germany was an important point of reference for scholars comparing different policy responses to the Great Depression. Centralization and administrative discretion were considered pivotal for effective crisis governance, irrespective of the political context. The resulting administrative ideology was ignorant of the polycratic realities of the Nazi state and frequently lauded its hierarchical features while condemning the Weimar Republic as anarchic. Faced with the challenge presented by Nazism, of squaring efficiency and accountability in the context of New Deal America, scholars of public administration developed ideas for training a new type of civil servant who was capable of acting beyond the control of legislative institutions. By exploring the ambiguous relationship between public administration and Nazism, this article highlights the complex issues confronting scholars of public administration in times of crisis.