Relationships between Policy Academics and Public Servants: Learning at a Distance?

The cultures and practices of the public service and academic researchers are very different. However, there are areas of common interest in policy and governance, and some potential for building closer relationships. Public servants make direct use of academic research only in exceptional circumstances. Nevertheless, there are other ways in which academic expertise can be useful and influential. This article surveys the international literature on the ways in which practitioners make use of external expertise, including academic research. It also considers whether the heightened interest in ‘evidence‐informed policy’ might provide avenues for mutual influence between practitioners and academics.     

Integrating public affairs information strategy with organizational practices in healthcare delivery organizations

To develop and implement policy, lawmakers rely on the input from external experts and stakeholders. Public affairs professionals are responsible for monitoring the sociopolitical environment and responding to public policy proposals on behalf of firms and organizations. However, how public affairs operate intraorganizationally and develop information strategies is not clear nor consistent in the literature. The purpose was to explore how public affairs engage with internal stakeholders to leverage their knowledge for information strategies in responding to policymakers. Knowledge transfer served as a theoretical framework through a qualitative multiple case study of 3 not-for-profit healthcare delivery organizations. Primary data were collected using semistructured interviews from public affairs (n = 11) and healthcare professionals (n = 18) along with a review of organizational documents and public records. Patterns and themes emerged through cross-case synthesis, presented as a process-based model and theory. Public affairs structures and decision-making processes varied across cases indicating no coherent approach by practitioners. Intraorganizational engagement and knowledge transfer processes were managed both consistently and ad hoc, through informal and formal methods. Practitioner strategies and tactics were identified to facilitate internal interaction such as filtering policy issues and effective communication methods. Common institutional barriers were identified that made stakeholder engagement a challenge. This study provides insight into understanding how public affairs practice internally and supports the fundamental importance of linking knowledge into public policymaking.     

Social change and social conflict in nineteenth‐century England: The use of the open‐closed village model

Following earlier articles on social change and conflict in rural England 1780–1850, we assert the relevance of the open‐closed model of social structure, particularly to the study of Burwash by Wells [1981]. This paper demonstrates that no parish was insulated from economic and other influences exerted in and by neighbouring parishes. More especially, although open parishes challenged the upper Establishment, they were not devoid of internal strife, since different interests were not subject to the overriding influence of the large landowners who dominated the populations of closed parishes.