Public Organizations, Multiple Constituencies, And Governance

Public organizations vary considerably. Yet little attention has been paid to the systematic analysis of this diversity. Drawing on case studies of four public organizations and a survey on all central government organizations in Denmark, variations in tasks, environments, constituencies, and central governance are conceptualized. Public organization tasks can be analysed at three levels ranging from user-oriented outputs, general outputs which can further be divided into policy goals, scope of profile, standard setting and capital accumulation, to the normative base of the public sector. Public organizations vary with regard to the emphasis put on level of output and on how the different aspects of the tasks are interrelated. Variations in constituencies and exchange cycles with the environment are further related to different task profiles. Finally it is shown that central oversight organizations compete with other actors in the public organizations' environment in the governance of public organizations. From an organizational point of view 'the state' appears to have a humble and remote position.     

The Prosecution Role where Courts Decide Cases

This article explores the role played by prosecutors during the court stage of criminal proceedings. It complements Peter et al.’s chapter on negotiated case settlements in showing how the power to decide cases is divided between judges and prosecutors when cases are taken to court. Providing information as to, e.g. what influence prosecutors in the 11 study countries have on what evidence is brought to court in “normal” and accelerated court proceedings, this chapter explores the balance of responsibilities in court rooms across Europe.     

Conceptualising Violence in Close Relationships: Discrepancies Between Police Conceptions and the Letter of the Law in Finland

European Journal on Criminal Policy and Research - The focus in this Finland-based study is on violence in close relationships—a term that partly overlaps with the more commonly used...     

Christian Nationalism and Political Violence: Victimhood,Racial Identity,Conspiracy, and Support for the Capitol Attacks

Political Behavior - What explains popular support for political violence in the contemporary United States, particularly the anti-institutional mob that attacked the U.S. Capitol in January 2021?...     

Prosecution and Diversion within Criminal Justice Systems in Europe. Aims and Design of a Comparative Study

This article presents the aims, approach and design of a 11 countries study on diversion and prosecution in European Criminal Justice Systems. The basic assumption is that the flood of proceedings is mastered by procedural short cuts and simplifications with the public prosecutor as the key player. The article describes the methods developed in order to compare the different national concepts and and competencies of criminal justice agencies and procedures. Furthermore, it demonstrates the interdependencies of the various articles in this double issue focusing on different parts of the criminal justice system from police to the court.     

The 'Publicness' of Public Organizations

This article analyses the diversity of public organizations focusing on variations in their degree of publicness. We define 'publicness' as organizational attachment to public sector values: for example, due process, accountability, and welfare provision. Based on a survey of Danish public organizations, we show that organizations with a high degree of publicness differ from organizations with a low degree of publicness. The former are characterized by complex tasks, professional orientation, many external stakeholders, conflicting environmental demands, and low managerial autonomy. The latter are the opposite. We explore in detail both the relationship between the organizations and their parent ministries and their responses to organizational change. Organizations with a high degree of publicness are subject to a tight ministerial control and have formal and distant relations with the ministry. They also have strong vertical links, externally and internally. High internal control is the joint product of ministerial control and the stress on the public sector value of rule compliance. All organizations ranked high on publicness are reluctant to adopt organizational changes stemming from the 'New Public Management'. Again, organizations with a low degree of publicness are the opposite, keen to adopt new ideas. We show that degree of publicness matters, across both functional types of organizations and policy sectors. Finally, we discuss alternative theoretical explanations of publicness drawn from contingency theory and the new institutionalism.