Planning, Performance And Public Services

The policies of the Labour government in the UK place renewed emphasis on rational planning in the public sector. The government’s assumption is that this approach to decision making will lead to improvements in performance. Although the theoretical costs and benefits of rational planning have been widely debated in the public administration literature, no systematic empirical research on the impact of planning on the performance of public organizations has been conducted. By contrast, the relationship between rational planning and the success of private firms has been investigated extensively. A meta‐analysis and critical review of this evidence suggests that planning is generally associated with superior performance. However, important questions remain unresolved. For example, under what circumstances does planning work best, and which elements of planning are most important? Therefore, although it may be appropriate to encourage public agencies to consider carefully the potential benefits of planning, rational processes should not be imposed upon them.     

The Enemy Within: Intragovernmental Politics and Organizational Failure in Greek Privatization

Mainstream approaches explain privatization policy failure by taking account of the surrounding sociopolitical and economic context. This article examines the unsuccessful Greek privatization over the first half of the 1990s by following an alternative approach. It looks at the obstacles originating from intragovernmental politics and the state organizational structures and resources. Contrary to what the British or French experience would suggest, the adoption of a statist, impositional policy-making strategy in the Greek case failed to achieve policy effectiveness. Indeed, it probably ended up accelerating policy failure. The employment of statism as a policy-making strategy was undermined by the structural weaknesses of the state.     

CAREFUL COMMITMENT

New avenues to be explored for Belt and Road cooperation At the beginning of 2021,the situation looks better in China and the rest of the world.China is striving to maintain its success in eliminating COVID-19 cases domestically and fostering immunity for its 1.4-billion population.The more the vaccination process gains ground,the more it is likely that lives will return to normalcy.     

Institutional isomorphism,negativity bias and performance information use by politicians: A survey experiment

New Public Management popularized performance measurement in public organizations. Underlying performance measurement's popularity is the assumption that it injects performance information (PI) into decision-making, thus rationalizing the ensuing decisions. Despite its popularity, performance measurement is criticized. In part, this criticism results from the limited knowledge of the conditions under which PI is purposefully used by politicians. We conducted a survey experiment based on real PI with 1,240 politicians. We hypothesized that PI has a positive impact on performance information use (PIU) when PI is benchmarked with coercive, mimetic or normative pressures. Moreover, due to negativity bias we expected this positive impact to be stronger when PI signals low performance. We found that normative pressures had a positive impact on actual PIU while coercive pressures positively affected intended PIU. Negativity bias is only relevant when linked to coercive pressures and intended PIU for analysing the organization's finances.     

Preventing Political Violence in Britain: An Evaluation of over Forty Years of Undercover Policing of Political Groups Involved in Protest

This article offers a first academic evaluation of the Special Demonstration Squad and the National Public Order Intelligence Unit, two British undercover police units working for the Metropolitan Police Service at different times between 1968 and 2011. It provides a historical overview of their infiltration of political groups involved in protest for the purpose of gathering criminal and political intelligence aimed at preventing violence, public disorder, and subversion. It discusses the controversies surrounding these units, and the related institutional responses, and offers an attempt at understanding their operations within the remit of intelligence-led policing and against a political culture that prioritizes action over inaction in reducing risks and threats to the State and society.     

The Changing Structure of American Cities: A Study of the Diffusion of Innovation

Using historical and numerical analysis and the five-part schema, this study finds that over the past 50 years structural modifications and adaptations by American cities have generally followed the standard S curve of the diffusion of innovation. In tests of Kaufman's and Hirshman's theories of epochs of change from representativeness to administrative efficiency, this study determines that mayor-council cities have, in a standard innovation diffusion S curve, adopted many of the key features of council-manager cities, increasing their administrative efficiency. At the same time, council-manager cities, again in an S curve, have adopted many of the key features of mayor-council cities, increasing their political responsiveness. Fewer cities are now either distinctly mayor-council or council-manager in form, and most cities are structurally less distinct, constituting a newly merged or hybrid model of local government—the type III city.