Comparing the autonomy of international public administrations: An ideal‐type approach

International Public Administrations (IPAs), that is, the secretariats of international organizations, are important actors in global governance. This article develops a new typology of IPAs that captures the potential influence of these bureaucratic bodies on international policy‐making. The main argument is that when conceptualizing the varying roles and potential policy impact of IPAs, it is useful to distinguish between their ability to develop autonomous preferences (autonomy of will) on the one hand, and their capacity to transform these preferences into action (autonomy of action) on the other. Based on this premise, the article introduces four distinct ideal‐types of international bureaucracies and suggests indicators to locate a diverse sample of 20 administrations within the four‐fold typology. The results reveal the empirical diversity of IPA autonomy and allow for a first empirical assessment of the factors behind this pattern.     

Measuring public service productivity: case study from thailand

This case study, measuring the productivity of garbage collection and disposal in Thailand, is an example of public service productivity assessment. It suggests that variations in the productivity of garbage services in the localities studied are explained by such factors as local politics and administration, popular participation, service production volume, central control measures, local fiscal stress, local physical conditions and program management. Amongst these factors local politics and administration are the most significant.     

Teaching public administration,public management and policy analysis: some international comparisons

This article compares the design and content of domestic and foreign programs for teaching public administration and management. At the Master's level, curriculum designers, irrespective of location, emphasize organization theory, personnel, policy analysis, and microeconomics. However, domestic programs place much more emphasis on research methods and budget management. International programs place more emphasis on public law and management information systems. At this time, neither domestic nor international programs report much required training in leadership, bargaining, or institutional design.     

The national school of public administration in greece: A preliminary comparative study

This preliminary study seeks to identify some of the factors responsible for the hitherto limited success of the National School of Public Administration in Greece, which became operational in 1985. The School, modeled after the National School of Public Administration (ENA) in France, annually accepts into its four specialized tracks with their common core curriculum both civil servants and private citizens who succeed in its rigorous entrance competitions. The School represents an effort to identify administrative talent and offer specialized training in public administration toward upgrading the administrative capabilities of the Greek civil service. Some tentative conclusions point out that the limited success of the School is associated with its brief life span, its only partial acceptance by the unions of higher civil servants, its relatively legalistic program orientation, its inadequate emphasis on internships or learning by doing, the non-strategic placement of graduates, and the absence of an identifiable corps of administrative generalists readily transferable from department to department. Perhaps, the foremost constraining factors are to be found in the areas of limited resources, brief periods of experimentation, and limited adaptation of a French prototype to the current realities of the Greek civil service.     

Local public management reforms in the Netherlands: fads, fashions and winds of change

Compared to other continental European countries, especially Germany and Switzerland, which have experimented with New Public Management (NPM) in local government, The Netherlands has been relatively quick in following trends stemming from Anglo-Saxon management thinking, but also relatively quick in redressing its course. The rise of the New Public Management in Dutch local government has been relatively swift and strong but also relatively superficial and non‐committal. The dominant picture that emerges is one of an administrative system that, while responsive to the latest trends, is also surprisingly stable. Management reforms, forcefully advocated in the 1980s, were decisively revised and redressed in the 1990s, with the city of Tilburg, celebrated for its 'Tilburg Model', a case in point. The Werdegang of NPM (that is, how things developed) in Dutch local government, detailed in this article, can be understood only partially as a result of changing economic and budgetary constraints. The article shows that endogenous features of the Dutch politico-administrative system – more specifically: the compact, dense and decentralized pattern of the intergovernmental network, the administrative tradition of pragmatism, dynamic conservatism and the comparatively technocratic character of local government – have also strongly influenced the reception, effect and correction of NPM in Dutch local government.     

Teaching public management: the case for (and against) cases

This article calls for an increased and more rigorous use of the case method in public administration education. Cases yield generalizations, cases help students take ownership of knowledge, and cases can further repetition of behavioral characteristics important to students such as empathy and self-confidence.

The gradual expansion of public policy training into the area of public management has brought with it a marked increase in the use of cases and case teaching. Executive training programs, an ever more common feature of publicpolicy schools, rely even more heavily on case. Despite their prevalence and popularity, cases and case teaching have come in for considerable criticism. Social scientists in particular fault them for being atheoretical and, hence, lacking in intellectual rigor. Contemporary cases are also faulted for implicitly endorsing an “activist” or “heroic” view of public management. Whereas cases from the 1940s and 1950s portrayed a functional view of public managers, recent cases portray managers as people who actively shape their legal mandates and use administrative systems to promote political objectives--a questionable image to convey to students training for public service.⁽¹⁾

The first half of the paper describes in some detail a seminar, “Ethics and Public Management,” conducted at the Kennedy School by Mark Moore, Mark Lilla, and the author.     

The development of public administration from a global perspective: the case of italy

What is the impact of globalization on the Italian state and the development of the Italian public administration? Italy is one of those countries where the forces of globalization are challenging the strong state tradition and the predominance of the legal model of public administration. Globalization and the European regional integration push toward a diminished role of the state and a managerial public administration with an increased emphasis on efficiency and better quality of government activities.     

The impact of national culture on organizational change: A danish case study

Contrary to the path-breaking work of Hofstede, it has been argued that management techniques can be exported between countries if fine-tuned to accommodate the host country's cultural values. This paper presents a case study of how a change program was developed to be compatible with the Danish value systems. Comparisons are made to what might have happened if the same change program had been conducted in two countries with quite different cultures: the U.S.A. and Republic of China (Taiwan).

Gert Hofstede⁽¹⁾ was one of the theoretical pioneers of international consulting. He collected data from 160,000 IBM employees representing 40 countries. Hofstede's analysis indicated that there are four values which can be used to categorize a country's culture:     

Inter-regional diffusion of policy innovation in China: A comparative case study

Classic theoretical research on the diffusion of policy innovation is usually based on decentralized democratic regimes. However, in authoritarian centralized countries such as China, questions such as, ‘What are the driving forces and the structural dynamics behind local government policy innovation and inter-regional diffusion?’ and ‘How do the governmental structural factors lead to the different patterns of diffusion of policy innovation across local governments?’ are interesting research topics. The theoretical framework proposed in this study highlights the roles of the contingent vertical and horizontal governmental relations in innovation diffusion. I extract two key properties: vertical mandatory intervention from the central government and horizontal political competition among peer governments. This research uses four models to develop a new typology of the inter-regional diffusion of policy innovation in China: (1) the enlightenment model, (2) the championship model, (3) the designation model, and (4) the recognition model. A comparative case study is conducted in this research, with four policy cases showing that China has developed diversified mechanisms to encourage local governments to perform policy innovation and inter-regional diffusion.     

Privatization -- a major strategy of public service provision in china: a case study of urban housing policy and management

Challenged by its economic liberalization and financial constraints, the Chinese government has used privatization as its major strategy to manage service programs since China opened its door a decade and a half ago. Based on the commercial nature of housing, selling the national housing stock, vouchers and co-financing are the major ways for the government to withdraw from the provision of housing for urban Chinese. The government has been prudent about the process and has taken incremental steps. Privatization is a mixed blessing. It has brought some problems such as fraud, inequality in availability and price inflation. The Chinese government must build its institutional and managerial capacities to deal with these problems.     

Control versus consent in long-term care case management programs: implications for public policy

Case management programs for long-term care include the dual public policy goals of providing access to services and ensuring the efficient and effective application of public funds. We will use a paradigm for social policy development that proposes a conflict between control and consent motives of social policy makers. Illustrations of the limitations and positive elements of control versus consent as applied to case management will be presented.

We will discuss how the tension between these approaches can be used to develop policy that balances the goals of access and cost-effectiveness.     

The importance of geopolitics in firms' international location decisions: The Polish case

Despite connections and common traits between geopolitics and International Business based on geography and location, literature on this matter is scarce. This study aims to contribute to this literature gap, by assessing the importance of Poland's geopolitical factors in FDI location decisions. By applying a hybrid methodology which combines qualitative and quantitative analyses we conclude that there is a connection between Poland's geopolitical factors (stable, variable and interactional) and the volume, origin and distribution of the FDI received.     

Marketing-oriented planning in public administration: The case of the state development agency

Noting that concepts from marketing are not often found in the public management: literature, the authors present a multi-stage marketing-oriented planning model which can be used in the public sector. the mods1 is applied to the case of industrial development agencies, wit11 emphasis on the use of the model in recruiting foreign direct investment. The model includes the determination of organization mission, goals and objectives, resources, and growth strategies as elements of the management planning process. The marketing planning stage of the model includes opportunity analysis, positioning for target markets, marketing mix selection, and control. The two main stages of the process are mediated by factors in the internal and external environments of the organization.     

The politics of state capitalism in a post-liberal international order: the case of Turkey

Abstract

This article discusses the transformation of the liberal international order, with reference to the ways in which global shifts affect the developmental paradigms among the emerging middle powers. Although it is rarely contested that the liberal order is being severely tested, the dynamics and potential consequences of this transformation are a matter of intense controversy. Also, the debate mainly focuses on great power politics, without paying adequate attention to the ways in which middle powers are influenced by and inform the transition to a post-liberal international order. By focusing on the case of Turkey, this article addresses whether non-Western great powers (Russia and China in particular) are leading the emergence of alternative order(s), and if so, through what mechanisms. Based on the reciprocal interactions between ideas, material capabilities and institutions, I argue that the preferences of the Turkish ruling elite seem to be gradually shifting from a Western-oriented liberal model towards a variety of ‘state capitalism’ as an alternative developmental paradigm in a post-liberal international order.     

The third sector, user involvement and public service reform: a case study in the co-governance of health service provision

The ‘modernization’ of British public services seeks to broaden public sector governance networks, bringing the views of third sector organizations, the public and service users (among others) to the design, management and delivery of welfare. Building on previous analyses of the contradictions generated by these roles, this paper draws on longitudinal qualitative research to enunciate the challenges faced by one third-sector organization in facilitating service user influence in a UK National Health Service (NHS) pilot programme, alongside other roles in tension with this advocacy function. The analysis highlights limits in the extent to which lateral governance networks pluralize stakeholder involvement. The ‘framing’ of governance may mean that traditional concerns outweigh the views of new stakeholders such as the third sector and service users. Rather than prioritizing wider stakeholders' views in the design and delivery of public services, placing third sector organizations at the centre of governance networks may do more to co-opt these organizations in reproducing predominant priorities.     

Limits of regulatory governance change in the post-developmental state: Korean telecommunications market restructurings from a comparative perspective

This study explains the limits of institutional transformation in Korea from the developmental state to a post-developmental state, in terms of regulatory institutions instead of developmental institutions. The Korean state has taken advantage of the government's discretionary policy changes and power formed by both informal state institutions and informal policy networks, while the regulatory state has placed a special emphasis on social consensus as well as political support for changes of market institutions. New market rules and laws have also been inefficient and ineffective for fair market competition. Limits of regulatory governance change have occurred due to misalignments between informal regulatory institutions in the developmental state and formal regulatory institutions in the post-developmental state. State managers have created discretionary state intervention in policy implementation, politicized the roles of regulatory agencies, and brought ministry-type regulatory state institutions back in. The establishment of effective market institutions has failed due to informal market institutions (unfair and illegal market practices) that have interfered with the policy implementation of new formal market regulations.