Trade Liberalisation in Latin America: the Bolivian Case1

Abstract— Bolivia adopted a drastic trade liberalisation in 1985 as part of its neo- liberal New Economic Policy. The paper discusses the theoretical arguments which underlie such a policy and the main neo-structuralist criticisms. It then looks at the effects of liberalisation on resource allocation, productivity growth and export performance. It concludes that the results have been disappointing which gives rise to some scepticism concerning the advantages of a wholesale policy of trade liberalisation in a low income country such as Bolivia.     

LIVING WITH THE CONTRADICTIONS OF MODERNIZATION? EMOTIONAL MANAGEMENT IN THE TEACHING PROFESSION

The state education system in the UK has undergone significant transformation such that New Labour’s modernization policy embodies aspects of the marketized system, inspired by New Right thinking, with a concern for placing schools at the centre of the social inclusion agenda. In this paper, we explore the impact of the modernized agenda on teachers’ work and identify the tensions and contradictions which emanate from these policies. The research centred on interviews with teachers and headteachers in four school case studies and explores the changing nature of the profession by focusing on teachers’ emotional management. It is evident that at a time when a large proportion of what teachers do is subject to scrutiny and audit, the emotional and less definable elements of teaching have also increased but remain relatively unrecognized. The findings suggest that issues of emotional management bring into sharp relief the contradictions evident in the modernized agenda.     

The Obama Buzz

I didn't expect any of my students to care about American politics. When I first moved to China to teach English in August 2008, I figured some of the     

PROMOTING CIVIC CULTURE BY SUPPORTING CITIZENSHIP: WHAT DIFFERENCE CAN LOCAL GOVERNMENT MAKE?

Scholars and policy‐makers alike argue that government efforts to empower citizens and build cohesive communities are integral to the development of a flourishing civic culture, especially within disadvantaged areas. In this paper, we explore this assumption by analysing the impact of different approaches to supporting citizenship in English urban local authorities on levels of political efficacy and social cohesion. Support for citizenship is modelled using primary data drawn from a large‐scale national survey as well as in‐depth case studies, supplemented with relevant secondary data. The findings suggest that local authorities that seek to promote greater understanding of citizenship and democracy can enhance citizens' perceived influence over local decisions, and that this effect is particularly marked in deprived areas. Citizens experiencing high levels of social harmony tend to reside in areas where councils actively seek to reduce disaffection.     

STRATEGY,STRUCTURE AND PROCESS IN THE PUBLIC SECTOR: A TEST OF THE MILES AND SNOW MODEL

We present a comprehensive empirical application of the Miles and Snow (1978) model of organizational strategy, structure and process to the public sector. We refine the model by distinguishing between strategy formulation and implementation, and applying it to 90 public service organizations. Although the empirical evidence shows that organizational strategies fit the Miles and Snow categories of prospector, defender and reactor, the relationship between these strategies and organizational structures (for example, centralization) and processes (for example, planning) is less consistent with their model. Conclusions are drawn for public management theory and practice.     

Politicians and Civil Servants: Unfinished Business—The Next Steps Report,Fulton and the Future*

This article discusses the origins of the Efficiency Unit's ‘Next Steps’ Report, published 20 years ago which recommended the executive agency as an organisation for much of the British government. Within five years more than half the civil service had been transferred to work in agencies but the other major recommendation of the report – improving the management skills of the senior civil service received far less enthusiastic attention. From the Fulton Report, the Next Steps report to the Capability Reviews of current Whitehall the same problem is highlighted: there is still too little management competence within the public service despite the endorsement of the need for improvement by successive governments.