Explaining institutional amnesia in government

This article explains why different government agencies experience variations in organizational memory loss. It first explains institutional amnesia theoretically by expanding the formal‐institutional view of organizational memory to include agential and structural‐contextual properties, revealing a broader range of novel explanations for amnesia. Institutional amnesia is then explained empirically through an international analysis of memory loss in four Westminster systems (Australia, Canada, New Zealand, and the United Kingdom). This analysis, which principally relies on 100 interviews with ministers, policy officials, and public‐sector leaders across the four countries, leads to the introduction of four explanations for amnesia, relating to: organizational churn, absorptive capacity, strategic‐instrumental decision making, and historical storytelling.     

A comparison of management adaptations for joined‐up government: Lessons from New Zealand

Despite considerable attention, helping agencies to work more effectively together is one of the most important contemporary challenges of public administration theory and practice. The New Zealand Better Public Services (BPS) Results program has been an unexpected success in this area and provides a positive case study. In 2012, the New Zealand government set targets for solving 11 important social problems where responsibility crossed agency boundaries and has made significant measurable progress in all 11 problems. This paper explores the conditions that may have enabled the most progress and possible management adaptations when these initial conditions are not fully met. In particular, the case demonstrates how goal commitment can be supported where there exist a large number of potential actors and how interagency trust can be built in the absence of existing relationships.