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201.
Sebastian Oberthür 《The international spectator : a quarterly journal of the Istituto affari internazionali》2016,51(4):80-94
The Paris Agreement on climate change adopted in December 2015 has the potential to shape future climate politics and governance significantly, with broader implications for world politics at large. First of all, it solidifies the importance of ‘low-emission capacity’ as a source of power in international climate politics. Second, it supports the ongoing societal mobilisation and reinforces interest in the new climate economy. Third, it points, as a result, toward a more multipolar future climate world order. Finally, the Agreement recalibrates the role of the multilateral UN process as providing overall direction towards global decarbonisation, while leaving implementation to states, other international organisations and various non-state actors and initiatives. Therefore, phasing out global greenhouse gas emissions within the next few decades requires subnational and national policy frameworks that facilitate and promote overachievement and hence drive an upward dynamic – making the Paris Agreement a real-world experiment with an uncertain outcome. 相似文献
202.
Although strategic consensus is a core concept in strategic management research, empirical evidence is lacking on (1) the degree of strategic consensus in public organizations, (2) how strategic consensus is impacted by group characteristics specific to public strategic decision‐making groups, and (3) how strategic plans impact these relationships. An analysis of multisource data from 1,075 governing majority members nested in 256 Flemish municipalities (Belgium) indicates that within‐group strategic consensus varies among governing majorities and is negatively impacted by political diversity and political power, but these relationships are mediated by perceived strategic plan quality. The results indicate that the idiosyncrasies of public decision‐making groups can impede high levels of strategic consensus, but strategic plans can attenuate this effect by fulfilling a boundary‐spanning role. 相似文献
203.
Sebastian Rosenberg Kenny Lawson Ian Hickie 《Australian Journal of Public Administration》2023,82(2):290-301
In response to the recent Productivity Commission report into mental health, the previous Federal Government announced its intention to produce a new national agreement that lays the platform for Australia's sixth national mental health plan. It has been recommended mental health move to a more regional model of governance and planning, away from a centralised, top-down approach, partly in response to broader reforms affecting health care, and partly in direct response to consistent inquiry evidence that the mental health system remains in crisis. The past 30 years of mental health planning have been centralised. Successive national plans set a broad framework, with real decisions about mental health funding and service allocation made in the health departments of our capital cities. Will the next plan sponsor or inhibit regionality in mental health planning? This paper assesses Australia's historical approach to health planning particularly as it affected mental health and the costs arising. In learning these lessons, we propose the necessary ingredients to facilitate a regional, innovative, and effective approach to decentralised planning, for better mental health outcomes. We cannot afford to replicate the failed planning approaches of the past. 相似文献
204.