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61.
Hugh Pemberton 《Public administration》2000,78(4):771-792
Policy networks are advanced as an alternative to the Westminster model of the UK polity but the theory lacks an internal dynamic and has typological problems. This article applies Peter Hall's (1993) concept of 'social learning' to policy networks and maps the networks found in two case studies of British economic policy making: Hall's own study of the shift from Keynesianism to monetarism in the 1970s and the author's research on the advent of 'Keynesian-plus' in the early 1960s. The article advances three main propositions. Firstly, that integrating the concept of social learning can dynamize the policy network model. Secondly, the case studies suggest that different network configurations are associated with different orders of policy change but that Hall's definition of 'third order change' may be too restrictive. Thirdly, policy networks can be much more complex and fluid then is generally claimed, sometimes becoming so extensive that they might be termed a 'meta-network'. 相似文献
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Credit card fraud has spiraled to incredible heights. With this increase the requests for document analysis has also spiraled. The questioned document examiner is now confronted with a new medium of fraud, the credit card. Here handwriting comparisons alone are not sufficient. This paper examines the technical procedures used by the credit card industry as it applies to the questioned document examiner. It discusses the gamut of techniques from who makes the plastic to the finished card. Special attention is given to the manufacturers of embossers and imprinters. 相似文献
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Hugh Pemberton 《The Political quarterly》2021,92(1):101-107
The reforms made to the civil service during the premierships of Margaret Thatcher and John Major were unparalleled in scope in peacetime. Undertaken in the name of efficiency and better management, they served to Balkanise the service, shrink the number of civil servants, subordinate them to the will of ministers, and effectively privatise a swathe of public services. Their legacy, however, was a relatively weak centre struggling to cope with a fragmented and extremely complex governmental machine, an overly managerialist senior civil service sometimes side‐lined from policy making, and a system lacking slack as a consequence of the quest for ‘efficiency’ and dependent on private contractors of sometimes dubious worth. Over the past five years that legacy left the country poorly placed to triumph over the challenges of Brexit and then of Covid‐19. 相似文献