A Survey of Perspectives on Intergovernmental Relations: A Comparative Analysis of the Czech and Slovak Republics

The results of a survey of local government officials from the Slovak and Czech Republics taken in December of 2005 are presented and analysed. Attitudes about and perspectives on intergovernmental fiscal relations in the two republics are probed. Differences and similarities in Czech and Slovak views are established regarding some of the perceptions of local autonomy and the sufficiency of available funds; whether or not public services are supplied by the appropriate levels of government; the potential benefits of adopting a serious rather than a nominal property tax; and the flexibility of local budget planning in Czech and Slovak cities and towns.     

Putting the Resource-Based View of Strategy and Distinctive Competencies to Work in Public Organizations

A key to the success of public organizations is their ability to identify and build capacity, particularly their distinctive competencies, in order to produce the greatest value for key stakeholders. This article grounds this proposition in the resource-based view of organizations and presents a method for identifying and making use of distinctive competencies in the form of a "livelihood scheme"—a business model appropriate for the public sector—that links distinctive competencies to organizational aspirations and goals. The case of a major public sector training and consultancy unit that is part of the United Kingdom's National Health Service is used as illustration. A number of conclusions are offered in the form of a set of propositions tied to the resource-based view and related research issues. The results contribute to both public strategic management theory and practice.     

A transaction-based approach to policy intervention

A transaction-based approach to policy intervention is presented. The approach overcomes a number of weaknesses in current approaches to policy intervention. The approach involves three main conceptual elements: transactions, transaction governance mechanisms, and governance principles. The transaction is taken to be the basic unit of analysis. Profiles of transactions vary along a number of transaction dimensions. Transaction governance mechanisms - such as, for example, government service, regulation, contracts, vouchers, markets, taxes, and self-service - are each suitable for governing transactions having particular profiles. A mechanism will fail when used to govern transactions not fitting the profile. Governance principles are criteria or expectations - for example, efficiency, justice and liberty - used to judge how well a mechanism fulfills or achieves important societal goals. Specific choices of governance mechanisms (from the set that are technically feasible) therefore should be made according to how well they satisfy these governance principles. Public high school education is used as an example to illustrate the approach. A number of conclusions are offered.This is a revised version of a paper presented at the Annual Meeting of the American Society for Public Administration Portland, Oregon, April, 1988.     

What to Do When Stakeholders Matter: The Case of Problem Formulation for the African American Men Project of Hennepin County, Minnesota

We propose a series of stakeholder analyses designed to help organizations—especially governments—think and act strategically during the process of problem formulation in order to advance the common good. Specifically, we argue that at least five sets of analyses are necessary, including the creation of (1) a power versus interest grid; (2) a stakeholder influence diagram; (3) bases of power–directions of interest diagrams; (4) a map for finding the common good and structuring a winning argument; and (5) diagrams indicating how to tap individual stakeholder interests to pursue the common good. What the analyses do is help to transform a seemingly "wicked problem"—for example, how to produce better outcomes for African American men aged 18–30—into something more tractable, and therefore amenable to collective action. In other words, stakeholder analysis can be used to link political rationality with technical rationality so that support can be mobilized for substantive progress.     

State theories and state strategies: Where to now?

Suzanne Franzway, Dianne Court, R.W. Connell, Staking a Claim: Feminism, Bureaucracy and the State (Allen and Unwin) Sydney, 1989; Marian Sawer, Sisters in Suits (Allen and Unwin), Sydney, 1990; Sophie Watson (ed.) Playing the State: Australian Feminist Interventions (Allen and Unwin), 1990; Anna Yeatman, Bureaucrats, Technocrats, Femocrats: Essays on the Contemporary Australian State (Allen and Unwin) Sydney, 1990.