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81.
G. BRUCE DOERN 《管理》1993,6(2):172-193
Through a case study of the Canadian Department of the Environment, the article examines three conceptual issues involved as governments seek to institutionalize sustainable development concepts and practices into the center of executive decision-making. The conceptual issues examined in the dynamics of moving from sectoral to macro green governance are: the dynamics of transforming a latent policy paradigm into an operational one; the organizational and concrete resource base needed for environment departments to become and remain a central agency in executive government; and the importance of viable policy communities to sustain new paradigms and make them workable in a day-to-day sense. Five practical constraints are also examined in the Canadian context: the different types of decisions and varying statutory capacities involved; the volume of decisions; the relationships with other departments; the need to mobilize and manage the green policy community and network; and the problems of analytical and scientific competence. 相似文献
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BRUCE STONE 《管理》1995,8(4):505-526
Understandings of administrative accountability in the “Westminster” democracies remain too closely linked to the institutional arrangements through which accountability has traditionally been exacted in these countries. This has prevented a full appreciation of the nature and extent of changes which have been under way for some time. The article argues that a refined concept of accountability and five subordinate “conceptions” of accountability, corresponding to distinctive sets of institutional arrangements, are needed to comprehend the relevant changes. The identification of multiple options for administrative accountability, in turn, raises questions about how the different accountability systems are to be chosen and combined to maximize accountability without impairing administrative effectiveness. 相似文献