Government survival in semi‐presidential regimes

As semi‐presidentialism has become increasingly common in European democracies, so have the debates about the consequences of several of its political and institutional features. In particular, in those regimes, cohabitation between presidents and cabinets of different parties and cabinet dismissal powers on the part of presidents are thought to be a source of inter‐branch conflict and government instability. However, so far, most empirical work on government survival has failed to confirm any of these expectations. This article addresses this disjuncture between theory and empirical results by making a twofold contribution. First, it takes into account the internal diversity within semi‐presidentialism, modeling the implications for government survival of different configurations between presidential powers’ of cabinet dismissal, parliament dissolution and cohabitation in European semi‐presidential systems. Second, it reconsiders traditional government survival using the competing risks framework by adding a distinction between two different types of non‐electoral replacement: those where replacements imply a change in the party of the prime minister and those where they do not. Once such an approach is adopted, that presidential powers of parliamentary dissolution and cabinet dismissal indeed emerge as highly relevant for explaining government survival in these regimes.     

Information Technology Outsourcing by State Governments in Australia

Outsourcing of IT services is being undertaken at a rapid rate within the public sector in Australia. This paper investigates the adoption of this practice by a sample of state government enterprises and departments from South Australia, Victoria and New South Wales which have tendered long-term IT outsourcing contracts.
The motivation, decision-making process and extent of outsourcing are examined in further detail. In addition, the tendering process, contract and risk management are investigated to determine whether consideration has been given to the full economic costs involved in entering into longer term contracts.     

When risk‐based regulation aims low: A strategic framework

This article develops a strategic framework for regulators to employ when choosing intervention strategies for dealing with low risks and reviewing performance, building on the analysis by the same authors in the previous edition of this journal. The framework occupies the operational “middle ground” between risk analysis and formal enforcement action. At its core is a matrix, the Good Regulatory Intervention Design (GRID), which provides a framework to categorize sites or activities on the basis of two factors: the nature of the risk and the nature of the regulatee. Using GRID, regulators can select which intervention tools to use, and determine the overall level of regulatory intensity that should apply. GRID is accompanied by the Good Regulatory Assessment Framework (GRAF) for agencies to use in reviewing their performance and provides a step‐by‐step process for enabling “double loop learning.” The article also argues that the process of developing such a framework highlighted the extent to which “low risk” and “high risk” regulation are distinct. “Low risk” means “low priority.” Justifying why certain risks should not receive much regulatory attention requires a particular type of engagement, and has a bearing on the regulatory strategies that are adopted.     

Accountability and Joined‐up Government

The Coombs Royal Commission identified a range of issues relating to the coordination of services. While there has been renewed interest over the last five years in the UK, Canada and Australia in initiatives that support joined‐up and cross‐cutting government, there has been only limited work to address the potential recognised by the Commission for these initiatives to result in unclear accountabilities. This paper reviews accountability approaches to joined‐up government and identifies that while the sharing of accountability for outcomes has emerged quietly over the past 25 years, joining‐up initiatives are demanding a clearer articulation of causal relationships regarding the sharing of outcomes and a fuller consideration of the multiple relationships in the partnership arrangements involved.     

中国地方政府公共服务合同外包的发展现状——基于二手数据的分析

近年来,合同外包日益成为地方政府提供公共服务的重要机制。本文基于二手数据,在对地方政府公共服务合同外包发展状况(2000~2009)的概括性分析中发现,2000年以来,地方政府公共服务合同外包发展迅猛,其应用的广泛性和深入性均前所未有,并且逐步迈入法制化轨道。由于影响合同外包成效的因素相当复杂,政府显然缺乏相关操作经验,无论是在合同外包的决策当中还是在实施当中,"审慎"是最明智的策略。     

Neo‐patrimonialism and Corruption: Evidence from 8,436 Firms in 17 Countries in Sub‐Saharan Africa

This article introduces four innovations to the literature on administrative corruption. First, it employs a neo‐patrimonialism framework by addressing measurement, identification, and endogeneity issues that beset the literature. Second, unlike cross‐country studies, it uses firms as the unit of analysis. Third, unlike the conventional literature, the article uses large‐n (n = 8,436) panel survey data of key informants in 17 countries in sub‐Saharan Africa. Finally, unlike the conventional literature, the article focuses on a particular type of corruption: the supply and demand for bribery. The authors find that the uncertainty associated with neo‐patrimonialism has a strong, positive, and significant effect on the propensity of civil servants to demand bribes in exchange for services and for firms to supply bribes in exchange for winning government contracts. The results are robust to controls on the characteristics of firms and their regulatory environments. The article concludes with implications for research and practice.     

The approach of senior public officials to information technology‐related reform: lessons from India

A review of global experience suggests that information technology (IT) has great potential to contribute to public sector reform. However, the Indian reality — like that for many countries — has been more problematic, with many failures of IT‐related reform; failures that can be described as total, partial or failures of sustainability and replication. Many factors help explain such failure, but a key component is the approach to IT and reform adopted by senior public officials. A ‘four Is’ model of approaches is described: the non‐IT approach of ‘ignore’ and the IT‐related approaches of ‘isolate’, ‘idolize’ and ‘integrate’. Analysis of Indian cases suggests that it is the last approach that is most likely to deliver reform objectives; yet it remains the least commonly adopted. Changes are therefore required in current strategies for public administration training and in the planning and management of change. Copyright © 2000 John Wiley & Sons, Ltd.     

Self‐Provision of Public Services: Its Evolution and Impact

This article establishes a framework for explaining the ways in which citizens, as clients of public services, attempt to deal with situations of combined market and government failures. Under certain conditions, citizens are driven to create self‐production mechanisms that often are extralegal or illegal. When faced with such social initiatives, politicians often support them, either passively or actively, by institutionalizing the new mechanisms. The article explains the evolution of the self‐provision model and its implications. The analysis includes a theoretical framework and a practical intervention scheme.     

E‐Participation,Transparency, and Trust in Local Government

This article examines the relationship between electronic participation (e‐participation) and trust in local government by focusing on five dimensions of the e‐participationprocess: (1) satisfaction with e‐participation applications, (2) satisfaction with government responsiveness to e‐participants, (3) e‐participants’ development through the participation, (4) perceived influence on decision making, and (5) assessment of government transparency. Using data from the 2009 E‐Participation Survey in Seoul Metropolitan Government, this article finds that e‐participants’ satisfaction with e‐participation applications is directly associated with their development and their assessment of government transparency. The findings reveal that e‐participants’ satisfaction with government responsiveness is positively associated with their perceptions of influencing government decision making. Furthermore, there is a positive association between e‐participants’ perception of influencing government decision making and their assessment of government transparency. Finally, the article finds that there is a positive association between e‐participants’ assessment of government transparency and their trust in the local government providing the e‐participation program.     

The Impact of the Australian Government Job Network Contracting on Not‐for‐Profit Service Providers

This article examines the impact of Australian government contracting for the provision of Job Network services on not‐for‐profit organisations ¹ . The term not‐for‐profit is used to categorise organisations which are variously described as non‐government, non‐profit, community and third sector organisations ( Lyons 2001 ).     

Government Accountability For Outsourced Services*

The effect of outsourcing on government accountability for public services continues to be contested. Analysts point to an accountability deficit while governments insist that accountability is retained (and indeed improved). The existence of an accountability deficit is confirmed, using examples from the Commonwealth Job Network. The government claim, that accountability remains, is best interpreted as rhetorical, as a refusal to shift blame to private contractors, even though some channels of accountability may be weakened. The claim can be seen as evidence of an increasing incorporation of private contractors into the overall structure of government.     

Mediated Agency,Blame Avoidance and Institutional Responsibility: Government Communication in a Personalised Media Landscape

This article explores how personalisation, blame avoidance and institutional constraints collide in contemporary government communication practices. Based on ethnographic fieldwork in a Norwegian ministry, it analyses how a central government agency manages the media during critical news campaigns featuring individuals suffering from inadequate public health services. To provide a comprehensive analysis of the particular limits and aims of government communication, the article combines perspectives from public agency studies with media research on personalisation. It finds that the need to be visible and demonstrate agency in the media drive personalisation strategies towards a strong focus on government leaders, while simplifying the representation of complex government organisation and processes. At the same time, institutional constraints and the formal delegation of responsibility limit the communication repertoire available for public agencies when critical human interest stories dominate in the media. This results in a standard type of unconvincing media performance, where incumbents appear to evade direct personal responsibility. The case study provides new knowledge on dilemmas, negotiations and strategies behind government communication, illuminating how competing interests play out in a rapidly changing media landscape.     

The Engage programme and the Government Communication Network in the UK, 2006–2010

The Engage programme was launched in April 2006 by the Government Communication Network (GCN) in the UK. As a civil service body supporting those in government working as press officers and in marketing roles, the GCN under the New Labour government in the period 2006–2010 was involved with the extension of the logic of marketisation to government communication. This article charts this process by examining key government policy documents from this period. The rationale for Engage rested on the assumption that government in the UK needed to adapt its communication approach to reach what were perceived as individualised consumers in society. The extension of the logic of marketisation to government communication that happened under Engage is shown to be consistent with the New Public Management approach to public services under New Labour. Copyright © 2014 John Wiley & Sons, Ltd.     

Using Common‐Pool Resource Principles to Design Local Government Fiscal Sustainability

This article analyzes local government fiscal sustainability as a common‐pool resource (CPR) problem. Comparing the experiences of Los Angeles County, San Bernardino City, and San Bernardino County, California, the analysis applies a framework developed from three decades of CPR research to show the importance of six micro‐situational variables—communications with the full set of participants, known reputations of participants, high marginal per capita return, entry or exit capabilities, longer time horizon, and agreed‐upon sanctioning capabilities—in shaping collective action dynamics and building the trust and reciprocity among stakeholders needed to achieve fiscal sustainability. The underlying contextual conditions for these micro‐situational variables vary based on specific socioeconomic and political settings, but the findings suggest that institutions and processes can be designed based on several well‐tested principles in CPR governance to encourage stakeholders to look beyond their immediate self‐interests and make decisions that account for the community's long‐term fiscal sustainability.     

Information Technology and Organizational Morphology: The Case of the Korean Central Government

This study explores the effects of information technology (IT) in terms of longitudinal changes in organizational structures at the central government level. Interestingly, although IT has increased the ratio of middle managers to subordinates, the number of middle managers has not changed radically and, in some cases, has steadily increased, while the proportion of lower‐level employees has decreased. Contrary to the belief in a pyramid structure, the actual form of an agency looks like a rocket. The analysis shows that IT effects on the agency’s morphology differ according to the core technology of the agency. However, these effects seem to be constrained by the rigidity of the Korean government in terms of organizational management. This article proposes that agency autonomy in fitting the organizational structure to the real work situation is a necessary condition for seeing the full effects of e‐government.     

What Makes Popular Government Self‐reinforcing?

This article explores the ongoing debate on whether popular government is a continually improving or a continually deteriorating constitutional principle in Scandinavian politics. In particular, three recent articles that address this question are reviewed. One puts an almost entirely positive light on developments in Denmark. By contrast, the authors of the articles on Sweden and Norway are less inclined to see any parallel between economic growth, a sustainable welfare state and good public finances, on the one hand, and improved popular government, on the other. The aim here is to bring some clarity into this paradoxical picture by distinguishing between popular government as such and the prerequisites for popular government's long-term legitimacy. What makes popular government self-reinforcing, this article concludes, is the underlying, more fruitful question to pose. This query should be brought into the open and answered.     

Reexamining the Relationship Between Fiscal Stress and Outsourcing

The determinants of outsourcing in local government are widely studied from a variety of frameworks. One concept consistently used to explain local government outsourcing is fiscal condition, with many noting that outsourcing is more likely when a local government’s fiscal condition declines into fiscal stress. Despite the ubiquity of this expectation in the outsourcing literature, several articles reviewed suggest that the findings for this relationship remain uncertain. As a result, the research presented in this article sought to examine and extend what is known about the relationship between fiscal stress and outsourcing in U.S. municipalities. The research includes previous measures of fiscal stress and adds new measures. In addition, it tries to overcome the limited theoretical testing of the relationship between fiscal stress and outsourcing by examining both direct and indirect effects of fiscal stress on outsourcing. It finds that municipalities in the United States that are experiencing fiscal stress are more likely to engage in outsourcing, particularly municipalities that are experiencing fiscal stress and have a positive evaluation of the external market to provide services.     

Networked Coproduction of Public Services in Virtual Communities: From a Government‐Centric to a Community Approach to Public Service Support

Research on and practical attention for the coproduction of public services is increasing. Coproduction is seen as a way to strengthen the quality and legitimacy of public service and reduce costs. Scholarship on coproduction of public services repeatedly ignores the role of the new media. This is surprising since many proponents highlight its potential for changing traditional, government‐centric approaches to delivering public services. This article shows that digital communities form an important addition to the government‐centric form of public service provision since they foster both an exchange of experiential information and social‐emotional support.     

Is ABCM Destined for Success or Failure in the Federal Government?

The days of ballooning federal budgets are over. Today, both the president and Congress continue to strive for a balanced budget, while encouraging federal agencies to improve service delivery of the various programs and entitlement benefits provided to their customers. Stakeholder involvement and public opinion about how agencies run their "businesses" are increasingly scrutinized. Trends such as competition for service delivery through franchizing, privatization, and outsourcing are causing an entirely new way of looking at how support and program services are managed. This article explains how the success or failure of activity-based costing management (ABCM) is dependent upon its ability to link the resolution of these external factors with internal business needs, while providing government managers with a better understanding of how to use ABCM to steer their organizations into the future. We also describe the current and future status of ABCM installations at various federal entities where ABCM was recently introduced and where interviews, conducted a year ago, were updated to describe how ABCM is helping these entities align external factors to internal needs. These federal entities are the Immigration and Naturalization Service, the Financial Management Service, and the Veterans Benefits Administration.     

Serving Clients When the Server Crashes: How Frontline Workers Cope with E‐Government Challenges

Implementing e‐government in the contemporary American state is challenging. E‐government places high technical demands on agencies and citizens in an environment of budget austerity and political polarization. Governments developing e‐government policies often mobilize frontline workers—also termed “street‐level bureaucrats”—to help citizens gain access to services. However, we know little about how frontline workers cope in these challenging circumstances. This article fills this gap by examining frontline workers implementing the Patient Protection and Affordable Care Act. Based on a qualitative analysis, the authors find that frontline workers “move toward clients” when coping with stress: they bend the rules, work overtime, and collaborate in order to help clients. They are less inclined to “move away” or “move against” clients, for instance, through rigid rule following and rationing. In other words, frontline workers try to serve clients, even “when the server crashes.” Frontline workers, then, can play a vital role in the successful implementation of e‐government policies.