Reconsidering the Revolution? Australian Public Sector Administration in 2000

While the year 2000 was memorable for public administration in Australia it was notable mainly for the unexpected. Success occurred where risk and failure were predicted. Failure emerged where success had been talked-up. Notable examples include the so-called Y2K problem, management of the Olympic Games, the introduction of the GST, and the outsourcing of government services (especially Information Technology (IT)). Also memorable were important shifts in the policy fields of defence and welfare. The Howard government ended the year in decision-making and largese mode—setting the agenda for the following election year. The events of 2000 invite reconsideration of the merits of the traditional bureaucratic model and those of the emerging post bureaucratic models of service provision.     

Who Engages in the Coproduction of Local Public Services and Why? The Case of Atlanta,Georgia

With the resurgent interest in coproduction, questions arise around who joins with government in coproducing services and why. This article reports an exploratory study of these questions using data from Atlanta, Georgia. To guide the research, the article first proposes a set of hypotheses on involvement in coproduction based on theories of political participation, where psychological motivations and social factors dominate, and citizen‐initiated contacting, where perceived needs for public services are usually primary. The hypotheses are tested using survey data on the engagement of 797 neighborhood organization participants in various forms of local coproduction in Atlanta. The findings provide some support for both theories along with evidence for significant idiosyncratic variations suggested by neither theory. A concluding section considers implications of the findings for future research and for public management.     

Whither Power in Public Administration? Attainment,Dissipation, and Loss

Norton Long's 1949 essay, “Power and Administration,” has a complicated legacy. First, analysis reveals both support for and important refinements of Long's arguments since the article's publication. Second, Long's claim has proven problematic that competition among agencies for power would bring more coordination and a cross‐agency sense of purpose to the federal government. Third, the bureaucratic pluralism that he explained and defended produced special interest biases that were off‐putting to large segments of citizens and thus helped create an unsupportive political environment for needed capacity building in the federal government. Fourth, by not considering how institutions “coevolve,” Long failed to warn that “horizontal power” building by individual agencies would provoke efforts by elected officials to enhance their control over bureaucracy in ways that, over time, diminished their collective sources of power. Finally, much remains to be done before what Long called a “realistic science of administration” incorporating the “budgeting of power” exists in public administration.     

Epistemic Community or Tower of Babel? Theoretical Diffusion in Public Administration

This article takes a comparative look at the development of the public administration discipline in three countries: Australia, Brazil and Canada. The nature of the international public administration academic community is assessed through content analysis of articles in the Australian Journal of Public Administration (AJPA), Revista de Administração Pública (RAP), and Canadian Public Administration (CPA). The method is based on that used by existing United States (US) research, allowing for comparison with that national context. The focus is on the diffusion of theoretical approaches between these national contexts, assessing whether the international public administration discipline better approximates an epistemic community, in which theoretical approaches move seamlessly between the national contexts; or a ‘Tower of Babel’, in which the different national contexts remain largely isolated.     

The Profession of Public Administration: An Ethics Edge in Introductory Textbooks?

Given the substantial interest in public service ethics, this study examines its foundations as reflected in paradigmatic textbooks—a unit of analysis that informs both theory and practice in the field. The interpretative framework employed evaluates the context (the amount and placement of the topic, the use of graphics, and sources cited) as well as the content (conceptualization of management ethics and inclusion of implementation issues) of ethics found in the publications. A limited definition of a professional—one in possession of largely technical skills—is reflected in the textbooks. The implications of the findings are explored.     

Gorillas in the closet? Public and private actors in the enforcement of transnational private regulation

This paper examines to what extent the background presence of state regulatory capacity – at times referred to as the “regulatory gorilla in the closet” – is a necessary precondition for the effective enforcement of transnational private regulation. By drawing on regulatory regimes in the areas of advertising and food safety, it identifies conditions under which (the potential of) public regulatory intervention can bolster the capacity of private actors to enforce transnational private regulation. These involve the overlap between norms, objectives, and interests of public and private regulation; the institutional design of regulatory enforcement; compliance with due process standards; and information management and data sharing. The paper argues that while public intervention remains important for the effective enforcement of transnational private regulation, governmental actors – both national and international – should create the necessary preconditions to strengthen private regulatory enforcement, as it can also enhance their own regulatory capacity, in particular, in transnational contexts.     

Who Needs Leaders the Most? The Interactive Effect of Leadership and Core Self-Evaluations on Commitment to Change in the Public Sector

ABSTRACT

The purpose of this article is to shed light on an understudied topic in public administration, namely, commitment to organizational change. Specifically, this study examines the extent to which the quality of the relationship between employees and their managers positively influences employees’ commitment to change. Further, it investigates whether this relationship varies as a function of a person's core self-evaluations, that is, the valence of a person's self-regard. Evidence from a multivariate regression analysis in a public sector organization at the local level in the UK revealed that individuals who have high-quality relationships with their managers are more likely to be accepting of change; this is especially true for individuals with lower levels of core self-evaluations. Implications for theory and practice are discussed.     

Brexit,Cabinet Norms and the Ministerial Code: Are we Living in a post-Nolan Era?

The Nolan Report will celebrate its twenty-fifth anniversary in 2020, and for most of this last quarter-century, it has provided the underlying ethical basis for public life in the United Kingdom. However, its principles are now being called into question in a number of areas, following the Conservative government’s loss of its parliamentary majority in the 2017 election, with the interests of party taking precedence over adherence to both the spirit and the codified practical implementation of some of the ultimate outcomes of Nolan, namely the Ministerial Code and the Commissioner for Parliamentary Standards. This article argues, with explicit evidence and examples, that ministerial conduct which would not have been tolerated before 2017 is now being routinely ignored in the interest of maintaining party unity in order to deliver some form of Brexit. The article concludes by asking whether Nolan norms still command consensus post-Brexit.     

Repositioning American Public Administration? Citizen Estrangement,Administrative Reform,and the Disarticulated State

Levels of citizen estrangement from government in the United States have risen rather consistently since the late 1960s and have reached all‐time highs in recent years. Evidence is accumulating in political science research to suggest that public administrative theory may have contributed to this trend since the Progressive Era in the early 1900s. The authors develop this thesis by arguing that administrative theory in the United States has persistently portrayed public managers as “bridge builders” who link an expertise‐challenged citizenry to government in ways that emphasize bureaucratic over democratic administration. Moreover, despite claims of yet another “new” paradigmatic shift for the field, collaborative governance scholarship to date exhibits similar tendencies. To support this argument, the authors assess the common citizen‐marginalizing tendencies of three sets of administrative reforms in American public administration: the progressive, associationalist, and polycentric heritages. They offer counterarguments to this thesis and call for critical self‐reflection by the field and a more empirically robust research agenda on this topic.     

Does the Love of Money Moderate the Relationship between Public Service Motivation and Job Satisfaction? The Case of Chinese Professionals in the Public Sector

To what extent do attitudes toward money—specifically, the love of money—moderate the relationship between public service motivation and job satisfaction among public sector professionals in China? The authors collected data from full‐time public sector professionals who also were part‐time students in a master of public administration program in eastern China. After confirmatory factor analyses, the regression results show that a public servant’s love of money moderates the relationship between public service motivation and job satisfaction—that is, individuals with a strong love of money have a significantly stronger relationship between public service motivation and job satisfaction than those without, a finding that supports the “crowding‐in effect.” Alternatively, for high love‐of‐money civil servants with a “steel rice bowl” mentality, high job satisfaction is explained by the best offer (output) for the minimum amount of effort (input), at least within Chinese culture. Such findings are counterintuitive in light of Chinese personal values, equity theory, public servants’ institutional background, ethical organizational culture, and corruption.     

Rediscovering the Taproot: Is Classical Pragmatism the Route to Renew Public Administration?

The origins of the influential American philosophy classical pragmatism and of American public administration overlap. On the surface, it appears that classical pragmatism had no influence on the emerging field of American public administration. Why were the two never properly wed? This essay first traces the historical connections that link public administration and classical pragmatism. Second, using a framework that is simple to remember, the tenets of classical pragmatism—practical, pluralistic, participatory, and provisional—are explored and applied to public administration. The marriage of classical pragmatism and public administration should prove endlessly fertile.