Virtual Government: What Will Remain Inside the Public Sector?

Around the world, the public sector is changing in ways which challenge the Weberian or bureaucratic paradigm. If we are to comprehend these changes, we must abandon the binary model of public and private sectors and better understand the non-state public sector. Looking to historical and international examples, this article asks what has to remain inside the state. While acknowledging that there are significant drivers for reform, it argues that the size of government — large or small — should not be a matter of ideology.     

"Europe with the Regions": Channels of Regional Representation in the European Union

One of the most important consequences of European integrationis the multiplication of extra-national channels for subnationalpolitical activity. Territorial relations are being transformed:national slates are losing control over important areas of decisionmaking, a variety of new channels have been created for regionalmobilization, and subnational governmentsare engaged in innovative,transnational, patterns of interaction. Regions, however, donot engage in these activities equally. There is no congruencein the political role of cities, municipalities, and regionsin the European Union. On the contrary, there are enormous differencesinthe level of organization, financial resources, politicalautonomy, and political influence of subnational governmentsacross Europe. The result is the unfolding of common threadsof change against a background of persisting variation.     

Age difference in political decision making: Strategies for evaluating political candidates

To investigate age-related differences in strategies used to evaluate political candidates, an experimental study employed protocol tracing techniques with a computerized information matrix. Forty younger and forty older adults gathered information about and evaluated candidates in national and local elections. Older adults accessed less information but took longer to examine information and make choices. Differences in strategic processing suggest that young adults were more likely to organize their information searches by issues and to eliminate candidates based on issue stances. In contrast, older adults were more likely to organize their information searches by candidates and to engage in satisficing.     

Ontario's Urban Transportation Development Corporation: a case study in privatization

Abstract: The privatization of government-owned corporations reflects both the trend towards a greater reliance on the market, and attempts to better manage the public sector. But while advocates of privatization assume that it will readily yield gains in efficiency, a number of problems arise if governments seek to pursue public policy goals following privatization. The Ontario Liberal government's privatization of the Urban Transportation Development Corporation illustrates the difficulty in completely disentangling the government and the corporation. Complicated links between the utdc and the government have evolved since its creation which were essential to the performance of the utdc either as a public or as a private corporation. Furthermore, the government sought to continue to protect employment using the utdc after privatization in addition to the utdc's original goal of promoting high technology in the field of urban mass transit. The resulting agreement between the government and the buyer, Lavalin, is a complex deal in which the government retains a substantial interest in the new firm. Rather than a sharp break between the government and the firm, what occurred was a change in the mix of instruments used by the government. Sommaire: La privatisation des sociétés d'État à fonction de gestion commerciales reflète deux tendances: une plus grande confiance dans le marché et une tentative de mieux gérer le secteur public. Pourtant, tandis que les tenants de la privatisation partent du principe que celle-ci entraînera immédiatement une plus grande efficacité, un certain nombre de problèmes se posent dès lors que les gouvernements cherchent à poursuivre des objectifs de politique publique après la privatisation. La privatisation de la Société de développement du transport urbain (stdu) par le gouvernement libéral de l'Ontario illustre les difficultés qu'il y a à complètement dissocier la société d'État du gouvernement. Depuis la création de la stdu, les liens complexes qui unissent celle-ci au gouvernement ont évolué. Ces liens qui étaient essentiels au bon fonctionnement de la stdu aussi bien comme société publique que comme société privée. De plus, après la privatisation le gouvernement a essayé de protéger l'emploi en s'appuyant sur la stdu malgré le fait que celle-ci avait pour objectif premier de promouvoir une technologie de pointe dans le secteur du transport urbain en commun. L'entente qui a été conclue entre le gouvernement et l'acheteur, la société Lavalin, est un accord complexe selon lequel le gouvernementgarde des intérêts importants dans la nouvelle société. Il n'y a pas eu une cassure nette entre le gouvernement et la société; ce sont plutôt les moyens dont se sert le gouvernement qui ont changé.     

The British and the 1960 soviet attack on the office of united nations secretary-general

This article examines the 1960 soviet attack on Dag Hammarskjold and its proposal to reform the office of the UN Secretary-General into a troika and the Soviet lines, the article seeks to show that the British had sufficiant concerns about the direction Hammarskjold was taking the office of Secretary-General to be more in line with Soviet attitudes than they would have been willing to admit publicly. British support for Hammarskjold in the Congo crisis was not unqualified and the article notes that following Hammarskjold's death, it was not Britain's interest to see Hammarskjold's successor being given the political freedom he had enjoyed.