PARALLEL,TRANSFER OR COLLABORATION STRATEGY OF RELATING THEORY TO PRACTICE? A CASE STUDY OF PUBLIC MANAGEMENT DEBATE IN GERMANY

The relationship between theory and practice is essential to ‘applied sciences' such as public management. However, the current debate on this topic lacks empirical substantiation. Here I develop a methodology for the indication of how the theory‐practice gap is actually addressed in a given subfield of management enquiry. I distinguish three archetypal strategies of relating theory to practice and develop several bibliometric indicators for them. Subsequently, I apply this methodology in a case study on the German public management debate from 1989 to 2005, a study based on bibliometric data of some 900 articles on public management. As will be demonstrated, in Germany, the theory‐practice divide is predominantly framed as a problem of knowledge transfer between scholars and practitioners. Reflections on the institutional structures of public management in Germany make it clear why the transfer strategy is chosen, thus proving the validity of the suggested indicators.     

WHAT IS THE PUBLIC VALUE OF GOVERNMENT ACTION? TOWARDS A (NEW) PRAGMATIC APPROACH TO VALUES QUESTIONS IN PUBLIC ENDEAVOURS

There has been a resurgence of interest in values in recent public administration research, based on two distinct arguments. For different reasons, neither approach is likely to secure a robust normative basis for public endeavours. These reasons are assessed, using an alternative body of theory rooted in contemporary social theory that we term, ‘new pragmatism’. New pragmatic ideas are deployed to critique the divorce of values from facts; the abstraction of values from concrete situations; the anthropocentric foundation to social choice; the poorly developed understanding of the process of governance, with its inherent pluralism; and the seeming reluctance to articulate principles of political discourse.     

HOW TRADITIONAL ARE THE AMERICAN,FRENCH AND GERMAN TRADITIONS OF PUBLIC ADMINISTRATION? A RESEARCH AGENDA

Consistent with the notion of tradition, public administration scholars usually interpret and compare administrative developments in the US, France, and Germany as inheritance, assuming continuity. However, administrative traditions have thus far not been an object of systematic research. The present research agenda aims to address this research gap by introducing the transfer‐of‐ideas approach as a means to examine the empirical substance of national traditions. We claim that for current research, the benefits of this approach are twofold. First, the transfer‐of‐ideas approach contributes to comparative public administration since it reveals in how far intellectual traditions are hybrid instead of distinctively American, French or German developments. Second, the approach may help to address the polysemous meanings of and terminological difficulties within administrative concepts that prevail in Public Administration on both sides of the Atlantic.     

THE DIFFUSION OF PRIVATIZATION IN EUROPE: POLITICAL AFFINITY OR ECONOMIC COMPETITION?

Privatization has spread around the globe. While a number of studies find empirical evidence for the diffusion of privatization, it remains unclear what the relevant linkages between states are. This article analyses whether it is economic competition or political affinity that influences the diffusion of privatizing public utilities. The sample includes telecommunications, postal, and railway providers as the main network‐based utilities operating at the national level in 15 European countries from 1980 until 2007. The results of the spatial regressions clearly show that governments follow each other for economic reasons. Trading partners strategically interact when privatizing their national public‐utility providers to form strategic cross‐border company alliances and to avoid competitive disadvantages in the global market. This applies particularly to economies that are highly integrated in the international market. Surprisingly, political and ideological similarities do not seem to matter for the diffusion of privatization.     

DOES A PUBLIC SERVICE ETHIC ENCOURAGE ETHICAL BEHAVIOUR? PUBLIC SERVICE MOTIVATION,ETHICAL LEADERSHIP AND THE WILLINGNESS TO REPORT ETHICAL PROBLEMS

This article aims to advance our understanding of and confidence in the relationship between employee public service motivation (PSM) and ethical behaviour by testing the degree to which PSM predicts the ethical behaviour or behavioural intention of government employees. Building on previous research, we argue that government employees with higher PSM are not only more likely to internalize values that support public interests, they also are likely to be concerned less about the potential consequences that they may experience by reporting unethical conduct within their agencies. Using data collected through a survey from 477 employees working in a large state agency, we find that supervisors with higher PSM are more likely to be perceived by their subordinates as exhibiting ethical leadership, supervisors exhibiting higher ethical leadership are more likely to have subordinates with higher levels of PSM and that subordinates with higher PSM express a higher willingness to report unethical behaviour within their agency. We discuss implications of these findings for research on PSM.     

POWER LEARNING OR PATH DEPENDENCY? INVESTIGATING THE ROOTS OF THE EUROPEAN FOOD SAFETY AUTHORITY

A key motive for establishing the European Food Safety Authority (EFSA) was restoring public confidence in the wake of multiplying food scares and the BSE crisis. Scholars, however, have paid little attention to the actual political and institutional logics that shaped this new organization. This article explores the dynamics underpinning the making of EFSA. We examine the way in which learning and power shaped its organizational architecture. It is demonstrated that the lessons drawn from the past and other models converged on the need to delegate authority to an external agency, but diverged on its mandate, concretely whether or not EFSA should assume risk management responsibilities. In this situation of competitive learning, power and procedural politics conditioned the mandate granted to EFSA. The European Commission, the European Parliament and the European Council shared a common interest in preventing the delegation of regulatory powers to an independent EU agency in food safety policy.     

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.     

FRAGMENTED OR CONNECTIVE PROFESSIONALISM? STRATEGIES FOR PROFESSIONALIZING THE WORK OF STRATEGISTS AND OTHER (ORGANIZATIONAL) PROFESSIONALS

Many professionals, especially organizational ones (managers, controllers, strategists), face difficulties in organizing their professional fields. Work ambiguities and dependencies on outsiders make it difficult to set homogeneous standards and shelter occupational domains. Professionalism tends to be fragmented. It is questionable, however, whether professionalization is a matter of either enforced regulation or fragmented regulatory forms. More connective forms of professional control might enable groups to establish professional domains, despite ambiguities and dependencies. In order to understand professionalization dynamics in public domains and the relevance of connective professionalism, we study the development of one particular field, strategists in government. We show that the professionalization of Dutch strategists is fragmented: strategists are a varied and mobile group; they have different ideas about work; they depend on many other actors and factors. We also show that strategists opt for either more enforced forms of professionalism, or less professional control. Finally, we show how they might establish connective professionalism. By enacting embedded work spaces, strategists can reconfigure their work. This is also relevant for other (organizational) professionals.     

A DETHRONED KING? THE LIMITS OF STATE INFRASTRUCTURAL POWER IN FRANCE

Since the 1980s in Western Europe, centralized states' control over subnational territories has been deeply affected by processes of Europeanization and regionalization. These changes have raised the issue of state territorial restructuring in a particular fashion: what capacity have formerly centralized states retained to steer and control subnational territories? The article draws on Mann's concept of infrastructural power, which refers to the state's capacity to exercise control and implement political decisions over the national territory. The article applies the two main operationalizations of the concept, namely the capability of the state to exercise control and the weight of the state in the subnational territories. Empirically, the article focuses on the French state in two policy sectors (education and housing). Although France is a most likely case, this article challenges this expectation, and shows the limits of the French state's infrastructural power over the subnational territories since the late 1980s.     

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.