Capital, Trade, and the Political Economies of Reform

Existing approaches to the study of economic reform have focused on the mobilization of special interests that oppose liberalization and have tended to assume that reform dynamics follow a similar logic across distinct policy arenas. Analysis of the dynamics of capital account and trade liberalization in 19 Latin American countries between 1985 and 1999 demonstrates otherwise. Movement toward liberalization is shaped systematically by the timing and salience of each reform's distributional costs and partisan political dynamics. In turn, the timing and magnitude of costs are mediated by the economic context, while salience depends on the informational environment. Our findings thus differ from the conventional wisdom on several scores, particularly by emphasizing the ways in which good rather than bad economic conditions can facilitate reforms, the conditionality of legislative politics of reform enactment on whether reforms are characterized by ex ante conflict or fears of ex post blame, and how the type of reform shapes its political dynamics .     

Learning-Shaping Crises: A Longitudinal Comparison of Public Personnel Reforms in Italy, 1992‒2014

Abstract

This article analyses the attempts to reform public administration, notably personnel management, in Italy between 1992 and 2014, with a focus on implementation and the period following the multiple crises that have unfolded since 2008. By untangling the policy learning processes between multiple crises, past reform attempts and domestic and European “contexts in motion”, the article finds that efficiency-oriented reforms have floundered regardless of the political color of governments or indeed of the nature – political or technocratic – of the governments. Domestic factors, notably the frequency of government alternation, i.e. government instability, and European pressure have further reinforced the orientation towards single-loop lessons, i.e. the almost exclusive effecting of short-term cost-cutting measures.     

Regulatory Agencies—The Challenges of Balancing Agency Autonomy and Political Control

In this article we focus on the dynamic interplay between increase in autonomy of regulatory agencies and political control of those agencies. The general research issues are the weak empirical foundations of regulatory reforms, the complex trade‐off between political control and agency autonomy, the dual process of deregulation and reregulation, the problems of role‐specialization and coordination, and the questions of “smart practice” in regulatory policy and practice. The theoretical basis is agency theories and a broad institutional approach that blend national political strategies, historical‐cultural context, and external pressures to understand regulatory agencies and regulatory reform. This approach is contrasted with a practitioner model of agencies. Empirically the article is based on regulatory reform in Norway, giving a brief introduction to the reform and agency context followed by an analysis of the radical regulatory reform policy introduced recently by the current Norwegian government. We illustrate how regulatory reforms and agencies work in practice by focusing on two specific cases on homeland security and telecommunications.     

Innovation Policy in Italy (1993–2002): Understanding the Invention and Persistence of a Public Management Reform

The literature on the politics of public management reform in Italy broadly contends that the country's legalistic administrative tradition suppresses reform. This article questions and qualifies this line of argument on the basis of a newly reported case of public management reform that endured for more than 10 years. The study tracks and explains the emergence of the policy issue of “government innovation” and its persistence on the specialized policy agenda of the Ministry for Public Administration. The initial emergence of the government innovation policy in Italy and its directional stability is explained by applying event‐centric approaches to historical analysis, together with the institutional concept of policy subsystems. The article shows the need for modifying central arguments—both substantive and theoretical—about the politics of public management reform in Italy.     

After the Public Interest Prevails: The Political Sustainability of Policy Reform

The prevailing political science wisdom is that narrow interests regularly triumph over the general public. Yet the stunning passage of broad-based policy reforms in the face of intense clientele opposition suggests that the U.S. political system has a greater capacity to serve diffuse interests than has often been thought. Some of the most provocative policy-oriented political-science research during the 1980s and 1990s examined how these surprising reform victories occurred. Unfortunately, general-interest reforms do not always stick; reforms may be corrupted or reversed after their enactment. The long-term sustainability of any given policy reform hinges on the successful reworking of political institutions and on the generation of positive policy-feedback effects, especially the empowerment of social groups with a stake in the reform&s maintenance. This paper explores the postenactment dynamics of three canonical instances of general-interest reform legislation: tax reform, agricultural subsidy reform, and airline deregulation. Only in the airline-deregulation case has the self-reinforcing dynamic required for political sustainability been unmistakably evident. For analysts and advocates of general-interest reform measures alike, the clear lesson is to attend far more closely to what happens after reforms become law.     

Administrative reform in a changing political environment: The case of Hong Kong

Since 1989, the Hong Kong government has implemented a programme of public sector reform that is based on the principles of ‘new public management’. The reforms initially focused mainly on financial management reform, including delegating responsibilities for resource allocation; re-defining the roles of the central resource branches; setting up trading funds in departments that provide services directly to the public; and instilling a new corporate culture of service throughout the government. Some progress has been made in implementing the reforms. In 1993, the government realized that further civil service reform was necessary to support the reforms. The government proposed to delegate more authority to department heads on personnel matters; give managers more freedom to manage personnel; and simplify personnel regulations and procedures. These ‘new public management’-type reforms are usually associated with stable, relatively unchanging environments. In Hong Kong, however, the reforms have been proposed and carried out in an environment of considerable political turbulence which has both facilitated and hindered their implementation. Because of the declining legitimacy of the colonial government, British authorities may not have the political capacity to implement the reforms. Opposition from both department heads and civil service unions to aspects of the reforms has already emerged.     

The Danish ‘Competition State’: Still Along the Third Way?

This brief review article addresses the question of whether the so-called “competition state” was “abandoned” during the recent Danish election of 2019, which brought the Social Democrats back in government under the leadership of Mette Frederiksen. During the prior Social Democratic government of 2011-2015, led by Helle Thorning-Schmitt, this concept was introduced as a highly controversial policy concept and came to summarize the government’s program of economic reforms and recovery. The concept was subsequently strongly criticized in broader public political discourse as well as by the Social Democratic party and Mette Frederiksen herself. It is thus worth considering, whether the competition state reform program has been “buried” with the recent election, as this might imply a more radical break or discontinuity away from the “third way” competition state reform program embarked upon by most western European Social democrats since the 1990’s. This article will, first, briefly review the public discussion about the competition state in Denmark, before it, second, will recapitulate the academic debate about the competition state and clarify the concept. Third, it will review central tenets of the economic policy of the Thorning-Schmitt government of 2011-2015, as well as, fourth, the announced reform program of the new Social Democratic government. Finally the article will contrast and compare the two programs, and conclude that the “competition state” to a large extent endured the election of 2019, even if the Frederiksen government seems to lead the Danish competition state into reform trajectory towards increasing dis-universalization of social security and pensions.     

打破政策“黑箱”的制度设计——基于广州政策兑现实践的研究

如何打破政策“黑箱”是学界和社会关注的重要议题。以广州市政策兑现改革实践为例,探讨如何从制度设计层面来打开公共政策过程中的政策“黑箱”。研究发现,虽然公共政策过程是一个动态且复杂的过程,但是通过统筹政策制定和政策落地两端、主观要素客观化、模糊标准明确化、重塑政府流程等,能够形成确定的决策环境,控制非理性因素,约束自由裁量权,并压缩权力寻租空间,从而可以从源头消除政策“黑箱”的形成土壤。广州市政府政策兑现改革过程中,通过“输入—转化—输出”的制度框架设计,形成了从政策制定到政策执行再到政策结果与评估的政策闭环,并对政策兑现的相关责任单位、流程和时限都进行了严格把控,进而实现对政策“黑箱”内部决策要素的控制。从政策“黑箱”本身入手,破解政策“黑箱”难题,实现政策的阳光承诺和给付,最终形成极具特色和借鉴意义的广州模式。     

State Environmental Policies: Analyzing Green Building Mandates

This research addresses state requirements that public facilities be constructed as “green buildings” that promote environmental friendly, energy efficient, and healthy workplaces. We consider state choices to adopt green building mandates and the form of their policy enactment. In considering the way that low salience issues like green buildings get on state agendas and the circumstances under which governors decide to engage the issue, we extend William Gormley's (1986) depiction of “board room” regulatory politics. State energy agencies provide an attention‐focusing role while governors behave strategically in deciding whether to issue executive orders about green buildings. This research adds to the growing understanding of states as innovators in aspects of environmental policy not normally subject to state regulation.     

Does personalization of officeholders undermine the legitimacy of the office? On perceptions of objectivity in legal decisionmaking

Public legitimation of legal decisionmaking can be promoted through various strategies. We examine strategies of legitimation that are premised on personalizing the public image of legal agents. A personalized public administration emphasizes individual decisionmakers and seeks legitimacy through familiarity with the character, identity, and virtues of individual agents, whereas a non-personalized public administration projects an ethos of technocratic decisionmaking, seeking legitimacy through institutional objectivity and impartiality. We conducted an experiment to examine the efficacy of personalization strategies in the context of a politically charged legal affair: the criminal cases involving the prime minister of Israel, Benjamin Netanyahu. We focus on people's perceived objectivity of the office of the Israeli attorney general (AG), given exposure (vs. no exposure) to different types of personal information about the AG, and while manipulating the salience of contrasting decisions concerning Netanyahu (indicting him on several counts of corruption versus exculpating him in others). We find that exposure to personal information about the AG decreased the perceived objectivity of his office, compared to no exposure to personal information, regardless of the type of information, decision salience, and respondents' political leanings. Our findings, therefore, support the legitimating potential of the non-personalization of decisionmakers, and show that it pertains to people positioned as both “losers” and “winners” with regard the political impact of the decision. The study further reflects the capacity of nonabstract real-world, real-time, analyses to shed light on the drivers of public trust in legal decisionmaking in politically polarized contexts—an issue of pertinence in many contemporary democracies.     

The logic of ‘Policy’ and successful policies

Developed on the premise that how we conceive of ‘policy’ and ‘successful policy’ guides policy sciences' research and evaluation, this paper responds to the conceptual questions of “what is a policy?” and “when is a policy successful?” Formal or logical conditions are established to distinguish ‘policy’ from related concepts. The notion ‘relevant public’ is introduced to distinguish public policies from private policies and to identify fairly-declared policies. Further, conditions are developed that can be used as logical tests for three types of policy success: implementation success, instrumental success and success in normative justification.     

A Comparative Analysis: New Public Management — The Way Ahead?

A set of measures constituting 'New Public Management' (NPM) has been adopted worldwide (Pollitt 1995). This article describes their implementation in the State of Victoria. In particular, the article assesses the reforms within the context of Pollitt's eight elements of NPM reforms that have taken place in management in the public sector in Victoria and, to varying degrees, in all OECD countries. It argues that the evaluation of the success of NPM in Victoria should be addressed by independent evaluations of the impacts of the changes within the political, executive and operational spheres of government, and on consumers and the public service itself. The article offers some lessons for those in government following Victoria's example of the implementation of NPM.
Good governance is critical to ensuring that challenges to society are dealt with adequately (OECD 1995:5).     

PLATEAUS NOT SUMMITS: REFORMING PUBLIC FINANCIAL MANAGEMENT IN AFRICA

Successful public sector reform is rare in Africa. Over 12 years, Ethiopia transformed its public financial management (PFM) to international standards and now has the third best system in Africa that is managing the largest aid flows to the continent. This article presents a framework for understanding PFM reform based on the Ethiopian experience. Reforms succeed when they are aligned with the four drivers of public sector reform: context, ownership, purpose, and strategy. PFM is a core function of the state and its sovereignty, and it is not an appropriate arena for foreign aid intervention—governments must fully own it, which was a key to the success of Ethiopia's reform. The purpose of PFM reform should be building stable and sustainable “plateaus” of PFM that are appropriate to the local context, and they should not be about risky and irrelevant “summits” of international best practice. Plateaus, not summits, are needed in Africa. Finally, a strategy of reform has four tasks: recognize, improve, change, and sustain. Ethiopia succeeded because it implemented a recognize–improve–sustain strategy to support the government policy of rapid decentralization. All too often, much of the PFM reform in Africa is about the change task and climbing financial summits. Copyright © 2011 John Wiley & Sons, Ltd.     

“新公共管理运动”的困境与转型——新西兰公共部门改革的反思及参鉴

新西兰公共部门改革是"新公共管理运动"的先锋,作为"改革实验室"和"政策创新者",因其彻底性、持续性及成效性被誉为"改革的典范"。然而近年来,西方公共管理学界提出了若干质疑,甚至认为"新公共管理运动已经死亡"。本文在考察新西兰公共部门改革实践的基础上,对实践模式的局限性及时代转换的压力两方面的批判性反思进行了梳理和分析:其"公平"与"公共"价值已经失落?是"经济学帝国"的扩张?还是"新泰勒主义"的表现?亦或是随着改革主题的衰落,数字时代治理的来临。对这一改革的实践发掘和理论反思对于当前我国政府职能转换与行政改革具有重要的参鉴价值:首先,推进改革的政府需要具备必要的能力基础;公共部门改革的核心命题是转变理念,优化政府职能,提高政府的效率和效能;而改革能否顺利推进,取决于广大民众和政府之间的深入互动;此外,改革需要尊重地方政府的主动性,充分发挥其作用。     

Local government reform in Jamaica and Trinidad: a policy dilemma

Issues of local governance have dominated Caribbean policy agenda for the past two decades, prompting considerable thought and action on local government reform by scholars, local government practitioners and policy makers, alike. No reforms have been as ubiquitous as those of local government. Permitted by an international reformist agenda, local government reform policy is linked positively to efforts to redress incapacities of public management and administration. This article examines conceptual and empirical issues relating to implementation of local government reform in two Caribbean countries, Jamaica and Trinidad. It analyses how the vision for local governance is articulated through specific reform taxonomies and argues that, although local government reform is normatively a policy aimed at fundamental changes in intergovernmental relations, in Jamaica and Trinidad reform has led merely to adjustments in the internal administration of local government. Copyright © 2007 John Wiley & Sons, Ltd.     

Foreign aid and the politics of participation in economic policy reform

Research suggests that borrower ‘ownership’ of reforms is highly correlated with the success of reforms in developing countries. One of the most important components of ownership is the nature of public–private relations and consultation with interest groups. Yet participatory reform must overcome several political dilemmas, including problems of credibility, collective action, and distributive (in)justice. The characteristics of reforms also affect the possibilities for participation. Democratic governments interested in making policy reform more participatory and presumably more sustainable can draw on several strategies, including the selective use of incentives and compensation, public education and communications, capacity building in society, institutional mechanisms for consultation, and political sequencing of reforms. These strategies have implications for the foreign aid agencies who often fund reforms. They suggest that donors need to recognize the political rationality behind cross‐payments and spending to maintain important constituencies; that political sustainability may require reform sequences that are out of step with current orthodoxy; that policies ought to create winners before creating losers; that democratic consultation will require much more time in achieving consensus; and that outside actors need to refrain from intervening too directly in the political process by throwing their support behind particular interests. Copyright © 2000 John Wiley & Sons, Ltd.     

Linking strategy and performance: Developments in the New Zealand public sector

In recent decades, many governments have sought to improve their systems of strategic management and priority setting. Few of these attempts have met with unequivocal success. In particular, the systems for “whole-of-government strategizing” have not been well integrated into the ongoing budgetary processes and departmental performance management systems. In 1993—1994, as part of its comprehensive reforms of the public sector, the New Zealand government instituted a new system of strategic management. The new approach—which in part grew out of the National government's attempt to outline its long-term vision in a document titled Path to 2010—involves the ministers specifying a series of medium-term policy goals, referred to as “strategic result areas” (SRAs), and then translating these into more detailed departmental objectives, known as “key result areas” (KRAs). More specific “milestones” are subsequently identified to serve as benchmarks against which the achievement of departmental KRAs can be assessed. This article describes and evaluates this new approach and considers its possible application in other countries.     

Competency, Bureaucracy, and Public Management Reform: A Comparative Analysis

Competency can be considered a central theme in contemporary public service reforms. This article analyzes the development of competency frameworks for senior public servants at the national–government level in three countries (the U.S., the U.K., and Germany). By tracing the development of competency as an idea, it is shown that competency reforms drew selectively on management ideas, and by tracing the nature and time-patterns of competency reform developments in the three countries, it is shown that competency came onto the reform agenda at different times and by various routes rather than by a simple pattern of international policy transfer or business-to-government transfer. It is argued that the adoption of competency frameworks took place at critical junctures for preexisting public service bargains or agreements in each case and that they were shaped by the particularities of institutional context. However, although competency is arguably central to public service reform, it is far from clear that the competency frameworks in these three cases contributed to the declared aims of many contemporary public service reformers.     

The effects of new public management on the quality of public services

Have New Public Management (NPM) reforms in public organizations improved the quality, efficiency and effectiveness of the delivery of public policies? NPM reforms, understood as a style of organizing public services towards the efficiency and efficacy of outputs, have been controversial. They have been accused of importing practices and norms from the private sector that could collide with core public values, such as impartiality or equity. Yet, with few exceptions, we lack systematic empirical tests of the actual effects that NPM reforms have had on the delivery of public services. In this introductory article, we summarize a special issue devoted to cover this gap. And, overall, we find that neither the catastrophic nor the balsamic effects of NPM reforms are confirmed, but the success (or failure) depends on the administrative, political and policy context those reforms take place.     

The Public/Private Cleavage in a Welfare State: Attitudes Toward Public Management Reform

This study contributes to the growing literature on differences in attitudes between public and private sector employees, particularly with respect to their receptivity or resistance to public management reforms. We begin by asking the question: to what degree does perceived self-interest play a role in accounting for attitudes toward public management reforms such as downsizing, privatization, and public spending? Using attitudinal data from Sweden, a social welfare state with a large public bureaucracy, a tension is observed both among public employees in different levels of government and between public and private sector employees. In the context of public management reforms, national government employees emerge as more right-leaning politically and more supportive of public management reforms than those working in local government. The analysis finds, particularly among national government employees, that while interest as measured here is strongly related to attitudes toward reform, status as a public employee and status as a public bureaucrat are not as significant as other components of interest in accounting for attitudes toward public management reform.