日本公用企业政府规制的借鉴

政府规制对公用企业的影响是全方位的,进一步完善公用企业相关法律法规,重新定位强化政府在规制中的职能,对公用企业开展适度公平有效的竞争。同时,公用企业改革应稳中求变、变中求稳,顺应全球公用企业民营化改革的潮流。     

思想道德教学新方法初探

改革开放以来社会发生的重大变化,强有力地冲击着当代大学生传统的思想道德观念,影响其行为选择。作为整个思想道德教育体系的核心和主干的高校“两课”教师,必须研究这些新变化,探讨教学新方法。     

论犯罪标准体系

主流的平面型犯罪构成理论在指导司法实践时应改造为递进式的标准结构。依据我国刑法规定 ,犯罪标准应具有罪行和刑事责任两个基本层次。各层次内部还包含一些具体方面和要素。各类要素应按照刑事司法实践的内在逻辑作有序排列 ,形成逐级深化的开放式立体体系。     

广东经济转型核心:发展生产服务业

本文在评述广东经济转型相关文献的基础上提出广东经济转型核心是发展生产服务业,通过分析生产服务业与经济转型之间的关系来论证经济转型核心是发展生产服务业,同时指出广东生产服务业存在的问题,并针对问题提供相应对策建议。     

检察机关适用刑事和解制度探究

文章通过分析检察机关适用刑事和解制度存在的问题,提出相应的解决对策:一要建立检察监督制约机制;二要充实队伍力量,完善调查机制;三要制定相对确定的经济赔偿标准,实现最大公平;四要赋予刑事和解协议书强制执行力,健全当事人反悔的处理体系。     

The heart of Asia and the roof of the world

This article concentrates almost entirely on the events of 1971 and the author's involvement in the “sometimes complicated and frustrating negotiations and consultations” which led up to the signing at the end of 1971 of the various Treaties of Friendship as Britain withdrew from the Gulf, leaving behind a number of independent states, including the United Arab Emirates.     

Managerialist advocate or “control freak”? The Janus‐faced Office of the Auditor General

Abstract: This article highlights the contradictions in the role of the Office of Auditor General (OAG) and identifies the sources as well as the consequences of the office's Janus‐like character as both a managerialist advocate and “control freak.” This character, it is argued, is shaped by institutional factors and the knowledge‐basis on which the office relies to fulfil its mission. Three causes of “institutional schizophrenia” are identified: the OAG'S mandate in relation to financial and value‐for‐money audit (VFMA); the combination of the OAG'S institutional permeability and the structure of the management consulting market; and the tensions between the “negative” and “positive” dimensions of the office's mandate. On the consequences side, the author discusses three elements: the limited capacity of the OAG to develop a coherent position about managerialism; the fact that the advocacy of managerialist principles is drawing the OAG closer into the political realm; and the fragility of professionalism as a mechanism for regulating the management consultant's role of the OAG in relation to VFMA. Sommaire: Le but de cet article est de mettre en relief les contradictions dans le rôle du Bureau du vérificateur général (BVG) et d'identifier les causes et les conséquences du caractére schizoïde du Bureau qui est à la fois partisan du managérialisme et obsédé du contrôle. Ce caractère spécifique du Bureau est façonné par des facteurs institutionnels et le type de connaissance dont il dépend pour remplir sa mission. Trois causes de schizophrénie institutionnelle sont identifées:le mandat du BVG en ce qui concerne la vérification financière et l'optimisation des ressources; l'interaction entre la perméabilité institutionnelle du Bureau et la structure du marché du conseil en management; et les tensions entre les dimensions positives et négatives du mandat du Bureau. En ce qui conceme les conséquences, cet article aborde trois aspects:l'incapacité du BVG À développer une position cohérente à l'endroit du managérialisme; le fait que la promotion d'idées managérialistes amène le BVG À s'impliquer dans la sphère politique, et la fragilité du professionalisme en tant que comme mécanisme pour réguler le rôle de consultant du BVG en ce qui concerne la vérification d'optimisation des ressources.     

Interests,Instruments and Institutional Preferences in the EU Comitology System: The 2006 Comitology Reform

This paper seeks to reveal the institutional interests of the Council of Ministers, the European Parliament and the Commission in the comitology system. This is done by an investigation of the 2006 comitology reform, which introduced the regulatory procedure with scrutiny. This reform was the result of developments in four areas: the Lamfalussy reform in the area of financial regulation; the controversial use of comitology in the area of GMOs, food safety and the environment; the failed Constitutional Treaty; and the amending of the 1999 comitology decision. The analysis shows that the reform was the result of a two‐dimensional constitutional struggle. The first dimension concerns the relative supervisory position of the two legislative actors, the Council and the European Parliament. The second dimension concerns the relationship between the legislative and the executive branch of the EU system. In theoretical terms, the analysis demonstrates an example of T.M. Moe's ‘politics of structural choice’. The paper ends by drawing lessons for the negotiations on the new comitology system following the Lisbon Treaty.