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MICHIEL S. DE VRIES 《European Journal of Political Research》2005,44(1):1-15
Abstract. This article addresses the question of how far turnover among those who make policy is relevant for understanding changing policy views. Does age or generation determine changing attitudes about policy making, or does the period in which new policy makers get dominant positions determine changes in attitudes? The research is based on a survey conducted in 1989, and repeated in 1996 and 2000, among local politicians and senior administrators in Sweden, the Netherlands, Russia, Lithuania and Belarus. The conclusion is that period-effects account for a large portion of attitude change among local policy makers. This can be explained by their perceptions of the urgency of policy problems with which their municipalities are confronted. 相似文献
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This interesting contribution to European and African historyis made by a member of the Historical Section of the MoroccanArchives, and is extracted by permission from the review Hespéris.The translation is by Mary Hicks. 相似文献
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In recent administrative and organizational literature much attention has been paid to values that guide organizational and managerial behaviour in the public and private domain. Comparative empirical research efforts, however, are sparse. This article reports the results of a comparative empirical survey of 382 managers from a variety of public and private sector organizations in The Netherlands. Contrary to much recent literature that presupposes the intermixing or convergence of value systems guiding governance in different kinds of organizations, the results of this study show two distinct and relatively classical value systems for government and business as well as a ‘common core’ of important organizational qualities. These are accountability, expertise, reliability, efficiency and effectiveness, all of which are considered crucial in both public and private sector organizations. Additional analysis shows that value preferences are primarily attached to sector rather than to age, gender, working experience, or previous employment in the other sector. 相似文献
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JOAQUIM FILIPE FERRAZ ESTEVES DE ARAÚJO JOSÉ FRANCISCO ANGELINO BRANCO 《Public administration》2009,87(3):557-573
The influence of the New Public Management (NPM) movement in Portuguese administrative reform has been one of the country's noticeable trends in recent decades ( Araújo 2001, 2002a ; Rocha 2001 ). Many governments have aimed to introduce a new managerial rationality in public services. The literature about administrative reform shows that institutional bureaucracies resist change, particularly when it challenges prevailing practices and procedures ( Bjur and Caiden 1978 ; Olsen 1991 ). Thus, the influence of NPM in administrative reform has found different expressions and, in several countries, the introduction of NPM ideas is a limited and superficial phenomenon ( Pollitt 2000 ). This paper contributes to these debates. It examines the influence of New Public Management ideas in Portuguese administrative reform and discusses improvements in the way public services are implementing change using new managerial tools in Portugal: the Activity Plan (AP) and the Activity Report (AR). The data collected from official reports and a questionnaire show that the juridical-administrative model persists and transforms both Activity Plan and Activity Report into little more than a formality, another routine to be followed. 相似文献
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RODOLFO O. DE LA GARZA 《Political science quarterly》2013,128(1):171-173
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