Pharmaceutical regulation in Denmark and the UK: Reformulating interest representation to the transnational level

Abstract. Common elements are recognised across Denmark and the UK in regulation of the pharmaceutical industry, which are attributed to the impact of associational action at the sector level. Our examination of arrangements for regulating medicine prices and information displays many of the hallmarks of neo-corporatism – namely negotiation with state agencies, compliance seeking among members, and policy implementation through acting as a Private Interest Government. During a period of economic internationalisation and directive international agencies, we show how business interests have reformulated to transnational levels, with associations, despite facing a greater complexity of interests to represent, having a strong impact upon regulatory outcomes. These have been neither wholly deregulatory or reregulatory, but partly reflect events at national levels. This may predict regulatory developments at the European level in other sectors.     

A Global Rescue for Europe

Because they have failed to address the fundamental economic imbalances within Europe obscured by the single currency, each effort by European leaders so far to resolve the euro crisis has only deepened it. Without a decisive move toward fiscal and political union, accompanied by policies that push productivity and competitiveness toward convergence while closing the democratic deficit, the Eurozone will disintegrate. To discuss the way forward, the Nicolas Berggruen Institute's Council on the Future of Europe met in Rome on May 28 with Italian Prime Minister Mario Monti. In this section we publish the contributions from that meeting by the former European leaders, scholars and Nobel laureates who are members of the Council.     

MANAGERIAL STRATEGIES IN LOCAL GOVERNMENT

The organizational arrangements of local authorities are known to vary. Explanations of the variation observed have usually been set within the contingency theory perspective. The present paper utilizes a different approach, examining how far structural variations are a consequence of differences in strategic style. The concept of strategic style is discussed and applied to data from English local authorities. Results indicate that strategic style does influence local authority structural arrangements.     

The Juvenile Justice and Delinquency Prevention Act: Federal Leadership in State Reform

The policies advanced by the Juvenile Justice and Delinquency Prevention Act, while generally viewed as a success, are seen by some as a failure that may even abet juveniles in the commission of crime. After tracing the evolution of federal juvenile justice legislation and examining arrest and treatment data, the authors confront the criticisms aimed at the Act, and find reason for considerable optimism. Nationwide, the number, proportion, and rate of juvenile arrests have fallen more than the juvenile population, and many states appear to have made substantial progress in improving the processing and treatment of juveniles. The authors conclude that the Act is a continuing source of federal leadership for state innovation.     

THE INSTITUTIONAL AND ORGANIZATIONAL CAPABILITIES OF LOCAL GOVERNMENT

Local government is the subject of official review. This paper suggests that any review of the system of local government should consider at the outset the purposes or values which provide the rationale for local government, and should examine how the institutional framework and prevailing organizational practices promote or hinder achievement of those values. The values of local government as traditionally understood are summarized and aspects of the institutional framework and organizational practices are explored.     

GENERAL MANAGEMENT IN THE NHS: THE INITIAL IMPACT 1983–88

The Griffiths report of 1983 resulted in radical changes (to which the label 'general management' has been applied) to the formalities of organization and management in the national health service. We report the findings of a major study (involving more than 300 interviews) of the impact of these changes up to 1988. Although general management has been widely accepted in the service, and seems to have resulted in some improvements to management processes, there has been no substantial change in organizational culture. We conclude that the impact of the Griffiths model of management has been limited in comparison with the continued influence of medical autonomy and financial limitations.