The Purse Strings and the Policy Process: Bureaucratic Shaping of Industry Policy Capacity after 1945

Much literature in public administration debates the role of the public servant in the policy-making process. Some literature acknowledges an integral role of the public servant in the process. However, this role often remains obscure, due to being couched in abstract terms. The hierarchical structuring of responsibilities and power within bureaucracies imparts the capacity for differential influence. This paper provides a case study of the role of the Public Service Board (power over staffing) and the Australian federal Treasury (power over the purse) in the shaping of the bureaucratic structure. The case study centres on the industry policy bureaucracy in the volatile decade after World War II. In shaping the bureaucratic capacity, the Board and the Treasury exerted a discretionary influence on the policy process itself.     

Between Marxism and Nationalism: Chinese historiography and the Soviet influence, 1949-1963

The Chinese practice of Marxist historical writing represents a dynamic interaction between nationalism and transnationalism. On the one hand, Chinese Marxists were attracted to the Soviet experience in applying Marxism to historical study, especially during the 1950s and the early 1960s, for the latter provided a seemingly much needed theoretical guidance. On the other hand, they attempted to circumscribe the Soviet influence in order to strike a balance between history and theory, the foreign and the indigenous, and the national and the transnational. In so doing, they turned their practice of Marxism into an interpretive, hermeneutic process, in which the temporal distance between the Marxist text and China's historical experience became recognized.     

The county administrator and productivity improvement: An examination of contrasting styles

The study examines productivity improvement efforts among a sample of United States County Administrators. Administrators' actions were divided into “tough” and “soft” approaches which were then examined in light of external and internal environment, governmental actors, duties of the office, management and policy actions and roles, and personal and demographic characteristics. Strong correlates were found in the areas of external environment, managerial role, and personal characteristics.