Institutional Change in Swiss Cantons: A Contribution to Describing and Explaining Institutional Reforms

Most accounts of Swiss federal institutions are unable to explain institutional change. In this contribution the authors trace change in Cantonal reforms and then use multivariate explanation models to account for institutional reforms such as New Public Management reforms. The multivariate analyses used rely on an “event count model” to explain the frequency of institutional reforms and a “binary response model” to explain why Cantons adopt New Public Management reforms. This research demonstrates that policy research as well as innovation and diffusion theories can contribute to explaining institutional reform.     

A Second Republic for Italy?

Radical change in the representative dimension of Italy's political system was expected to bring a transition to a 'Second Republic' in Italy. That has not happened. Nevertheless, after three consultations using the new parliamentary electoral system, studies focusing on the 'input' side of Italian politics are beginning to agree that substantial change has occurred. It is, however, too early to identify the extent of change in public administration and centre–local government relations, whilst even in parliament it is argued that consensual decision-making continued at least into the late 1990s. The impact of party system change on policy-making has thus been shown to be less direct than many expected, providing rich material for research into the relationship between institutional and policy change. Nevertheless, institutional change continues, particularly with regard to the decentralisation of government, and some studies suggest that this is the key to Italy's political transformation, rather than electoral reform or even change in the form of government. Still, the election of Italy's first right-wing majority government in 2001 may yet bring change in parliamentary practice and policy-making more generally.     

Bureaucracy,Network, or Enterprise? Comparing Models of Governance in Australia,Britain, the Netherlands,and New Zealand

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.     

Corruption, Reform, and Virtue Ethics

Books reviewed in this article:
Gerald E. Caiden, O.P. Dwivedi, and Joseph Jabbra (eds.), Where Corruption Lies
Susan Rose-Ackerman, Corruption and Government: Causes, Consequences, and Reform
Peter Kobrak, Cozy Politics: Political Parties, Campaign Finance, and Compromised Governance
Raymond J. Devettere, Introduction to Virtue Ethics: Insights of the Ancient Greeks     

Who's Responsible for the Economy? The Formation and Consequences of Responsibility Attributions

The concept of responsibility lies at the heart of theories of democratic accountability. This article represents the first attempt to explicitly model attributions of presidential versus congressional responsibility for the economy. The article investigates the extent to which contextual and individual-level factors influence citizens' attributions of responsibility for the economy and how, in turn, such judgments shape their political evaluations. Employing a multinomial probit model of attributional choice, I find that responsibility judgments are shaped to varying degrees by economic ideology, perceptions of institutional context, and partisanship, although the effects of partisanship are not uniform across political parties. The results demonstrate that responsibility attributions are politically consequential and moderate the effects of economic perceptions on presidential and congressional approval. Finally, the results suggest that the effects of responsibility attributions in the sanctioning process are not invariant across the target of institutional evaluation .     

The performance framework: a systems approach to understanding performance management

The article presents a framework for better understanding the nature of performance in organisations involved in the provision of overseas development assistance (ODA). It uses a case study to illustrate the three main features of the framework which are: goals, performance assessment and performance management. It is asserted that a vibrant performance culture is one which links these features together to form an organisation capable of continual improvement through producing effective learning. Organisational culture determines the nature of linkages between the three sub‐systems. The article stresses how the notion of performance may extend beyond various forms of evaluation and scrutiny to being part of a sentient learning system rooted in an organisation's culture and structure. The article concludes with consideration of key issues associated with the generation of a reflexive learning organisation operating in the ODA sector. These are concerned with understanding the role and nature of systems, organisational vision, the embracing of diversity, training and accountability. Copyright © 2003 John Wiley & Sons, Ltd.