A rising generation of Europeans? Revisited

The EJPR article ‘A rising generation of Europeans?’ provided systematic evidence for the existence of generational differences in attitudes towards the European Union (EU). In this research note, it is argued that identifying generational differences in specifically affective orientations is the crucial issue for the future of the EU. Drawing on and extending the earlier work expectations in respect to generational and life‐cycle differences in affective orientations are developed and tested, highlighting the existence of the former, their consistency across a range of indicators, and the absence of the latter. The results are an important counterpoint to the growth in ambivalence in attitudes towards the EU.     

STRATEGY CONTENT AND PUBLIC SERVICE PROVIDER PERFORMANCE IN THE UK: AN ALTERNATIVE APPROACH

This article presents an alternative empirical test of the relationship between strategy content and service provider performance. Strategy content, conceptualized as comprising strategic stance and strategic action, has been shown to be a means to improve public service performance. We contribute to this growing body of research by deriving an alternative typology of strategy to better reflect competitive conditions in the public sector, which existing strategy typologies cannot fully explain. By assuming that public service providers must follow strategies best suited to their internal and external conditions for improved performance, we evaluate the significance of ‘fit’ between alternative strategic stances and organizational characteristics. Compromising the delivery of a strategy invariably leads to a misfit between strategy and what the service provider is actually doing. We highlight how to optimize strategic fit, to maximize service provider performance. Conclusions are drawn for public management theory and practice.     

The Blair Governments, Public Sector Reform and State Strategic Capacity

Two books at the end of the Blair era—by Michael Barber and Julian Le Grand—offer to redeem the ‘third way’. Both authors explore the political case for public sector reform and the means by which it can be accomplished. They explore a similar range of reform models: command and control; quasi‐markets; and devolution and transparency. But the circle between efficiency, client service and continuous improvement must be squared. Neither author considers the ‘learning by doing’ alternative. No less fundamentally, neither author addresses the political and technical challenges in developing strategy. How are issues to be aired in advance so as to expose evidence and perspectives? How are interests to be engaged and supporting coalitions formed? How are these processes to occur without executive commitment? How are unconventional ideas to be aired without being over‐ruled by populist or media sensationalism? These are the practical dilemmas that confounded Blair's efforts. These books invite a strategic conversation that is badly needed. But where in the political system can it be pursued?     

How useful to decision-makers is contingent valuation of the environment?

Contingent valuation, as a method that attempts to estimate monetary values for public goods, excites passionate advocacy or resistance. This article summarizes and examines some of the criticisms of contingent valuation and concludes that its approach is essentially the same as any policy analytic method. It is argued that the language of contingent valuation needs radical reform for it to be readily accessible to practitioners, yet it does offer one escape from the lack of rigour of much of the environmental debate. Whatever the faults of contingent valuation methods, they do involve the public in a dialogue with ‘experts’. Any means that gives voice to the public in an age of public policy-making by managers, consultants, professional politicians, large firms and interest group leaders is at least an antidote to environmental managerialism.