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Jenny Stewart 《Policy Sciences》1993,26(4):317-330
Liberalism requires a high order of responsible behaviour from its citizens in order to be sustainable. Yet when the modern liberal state makes policy, it is the stereotyped economic man, driven by self-interest and influenced only by carrots and sticks, who occupies center stage. This regulatory approach to public policy can be shown theoretically to give rise to a paradox — the greater the need for regulation, the less likely, because of compliance problems, it is to succeed. It is contended that an alternative approach which explicitly focuses on a broader behavioral understanding of citizens' attitudes and motivations provides a rationale for the use of a much wider range of policy instruments than does the regulatory framework, and is also more in keeping with those values necessary to the sustainability of the liberal state. 相似文献
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Theories of democratic government traditionally have relied on a model of organization in which officials act impartially, accept clear lines of accountability and supervision, and define their day–to–day activities through rules, procedures, and confined discretion. In the past 10 years, however, a serious challenge to this ideal has been mounted by critics and reformers who favor market, network, or "mixed–economy" models. We assess the extent to which these new models have influenced the work orientations of frontline staff using three alternative service types—corporate, market, and network—to that proposed by the traditional, procedural model of public bureaucracy. Using surveys of frontline officials in four countries where the revolution in ideas has been accompanied by a revolution in methods for organizing government services, we measure the degree to which the new models are operating as service–delivery norms. A new corporate–market hybrid (called "enterprise governance") and a new network type have become significant models for the organization of frontline work in public programs. 相似文献
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Change is a ubiquitous theme in management literature, but empirical studies that seek to draw lessons from the experience of managing change are rare. By investigating patterns of change management in six Australian federal agencies, we elicit a number of factors contributing to success—though "success" is itself not a clear-cut concept in this area. We found support for a number of broad themes already apparent in the literature and suggest that change processes that have the support of the workforce require good leadership, an appropriate model of change, some room for negotiation and compromise, and well-planned communication. 相似文献
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Throes. Conceived and performed by Doorika. The Vineyard Theater, New York City, October 14, 1994. Visiting Hours. An installation by Bob Flanagan in collaboration with Sherrie Rose. The New Museum of Contemporary Art, New York City, September 23‐December 31, 1994. ‘Aberrant Motion1–4.’ Videos by Cathy Sisler. Available through Groupe Intervention Video, Montreal, Quebec, H2T 1S6. Phone (514) 271–5506; Fax (514) 271–6980. Converging Realities: Feminism in Australian Theatre by Peta Tait. Currency Press, Sydney, in conjunction with Artmoves, Melbourne, Australia, 1994. Released in the United States by Cambridge University Press, 1994. 相似文献
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