Innovation and Innovators Inside Government: From Institutions to Networks

Innovation and innovators inhabit an institutional space, which is partially defined by formal positions and partially by informal networks. This article investigates the role of politicians and bureaucrats in fostering innovation inside government and provides an empirical explanation of who the innovators are, whether this is mostly an attribute of position or role, or mostly an effect of certain forms of networking. The study uses original data collected from 11 municipal governments in Australia in order to define and describe the normative underpinnings of innovation inside government and to show the importance of advice and strategic information networks among politicians and senior bureaucrats (n = 947). Social network analysis is combined with conventional statistical analysis in order to demonstrate the comparative importance of networks in explaining who innovates.     

Achieving and Managing Equality in the Criminal Justice Process: Do the New Equality Measures Go Far Enough?

Abstract: This article will explore some of the legal and organisational challenges facing the various agencies involved in the delivery of criminal justice, in the UK, in adhering to the Equality Act 2006, Equality Duties and the forthcoming Single Equality Act (which, proposes a Single Equality Duty). We will consider the impact of these changes with reference to European legislation. Of particular interest will be the themes of effective implementation of the current Duties, equality of access and equality of outcome for both victims and offenders to appropriate services to tackle offending behaviour and the prevention of crime. This article will highlight issues surrounding impact assessment and the role of agency discretion and regulation. We offer some comments on future directions and the role of the regulatory bodies including the Equalities and Human Rights Commission (EHRC).     

HOW POLITICIANS AND BUREAUCRATS NETWORK: A COMPARISON ACROSS GOVERNMENTS

Effective public administration relies on the passage of information through interpersonal communication networks. While we have a vast research literature concerning formal structures and roles in organizations, including public agencies and government institutions, we know far less about the flow of information through semiformal, voluntary interactions. In this paper we use a large survey to explore the networking patterns of politicians and bureaucrats and to compare these with the more formal structural attributes of hierarchy and functional specialization. Social network analysis and standard quantitative measures are used to examine which actors are most central in advice and strategic information networks and how this varies across governments. The results suggest that the communication networks of politicians and bureaucrats differ substantially, with politicians being surprisingly peripheral in their patterns of interaction. Differences across governments are also observed with some municipalities being markedly more hierarchical, cross‐organizational, and externally focused in their networking behaviour.     

The Split Personality of Prudence in the Unfolding Political Economy of New Labour

This article focuses on the economic ideas which underpin New Labour's two very different appeals to the notion of prudence. The first treats prudence as a macroeconomic phenomenon, drawing upon the work of the ‘time consistency’ theorists of the 1970s. It dominated the Party's economic policy‐making until the end of the first term in Government, emphasising the need for extreme vigilance on matters of public spending. The second treats prudence as a microeconomic phenomenon, drawing upon the eighteenth‐century work of Adam Smith. It has become dominant since the start of the second term, emphasising the need to encourage the savings habit more widely within society. The shift in priority from the macroeconomic to the microeconomic understanding comes on the back of New Labour's own growing imprudence in time consistency terms. The Government has incentivised private savings at the same time as it has become increasingly reluctant to be a saver itself.     

MANAGING THE DIARY: WHAT DOES A POLICE COMMISSIONER DO?

What do we know about the work of a Police Commissioner? Using the example of Australia, this article provides a perspective of the working environment within which a Police Commissioner operates. The emphasis is on the Commissioner’s office and how that office manages a constantly changing diary in an unpredictable and uncertain environment both internally and externally. Through an analysis of a workplace diary spanning five years, interviews and non‐participation observation notes, the article reflects on the working life of an Australian Police Commissioner. It demonstrates that this Police Commissioner divides her time between management duties and representing the Office of Commissioner in the wider community. It also highlights the importance of external leadership and the importance of working with communities and connecting with external constituencies. The article shows that qualitative analysis in the form of interviews and non‐participant observation can provide a stronger interpretation and understanding of quantitative data.