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Thus far, there has not been any investigation into the populist held beliefs and attitudes among public servants. These attitudes, given the considerable discretionary decision power of public servants, and their influence in policy-making processes, could have a significant impact on public policies. This paper investigates the populist attitudes of public servants, based on data that are retrieved from the European Social Survey. The paper compares public servants from Austria, Belgium, Denmark, France, Germany, Ireland, the Netherlands, Norway, Sweden, Switzerland and the UK. The results show that public servants hold surprisingly similar populist views as compared with non-public servants, and that there are striking differences between countries. There are significant implications for the work public servants do, and the representativeness of the administration.

La question de savoir si les innovations dans le secteur public durent, et ce qui détermine leurs chances de survie, reste une lacune dans la littérature relative à la gestion publique. La présente étude exploratoire se penche sur les gagnants et les lauréats des prix de l'innovation dans le secteur public en Belgique, en France, aux Pays-Bas, en Roumanie, en Slovaquie et au Royaume-Uni. Grâce à une étude couvrant 220 cas, elle examine si les boucles de feedback, les mécanismes d'imputabilité et les processus d'apprentissage (FIA) (Feedback, Accountability, Learning [FAL]) peuvent expliquer la survie des innovations dans le secteur public. La conclusion est qu'une culture de feedback, d'imputabilité et d'apprentissage semble avoir un lien positif avec la survie des innovations. Remarques à l'intention des praticiens Innover est une chose, faire durer les innovations en est une autre. Une culture combinant informations nées du feedback, processus d'apprentissage visant à interpréter ces informations, et culture d'imputabilité semble améliorer les chances qu'ont les innovations de résister à l'épreuve du temps. Les instruments permettant de mesurer la performance de l'innovation en soi ne semblent pas affecter les chances de survie de l'innovation.

The question whether public sector innovations last, and what determines their chances of survival, remains a gap in the public management literature. This exploratory study focuses on the winners and nominees of public sector innovation awards in Belgium, France, the Netherlands, Romania, Slovakia and the UK. Through a survey covering 220 cases, it examines whether feedback loops, accountability mechanisms and learning processes (FAL) can explain the survival of public sector innovations. The conclusion is that a culture of feedback, accountability and learning seems to be positively linked with the survival of innovations. Points for practitioners It is one thing to innovate, but it is another to make innovations last. A culture of feedback information, learning processes to interpret this feedback information, and a culture of accountability seem to improve the chances of innovations to stand the test of time. Instruments to measure innovation's performance on its own do not seem to affect innovation's survival chances.

"The Union of International Associations (UIA), founded in in 1910, sought to coordinate the relations and interests of international organizations across the world. As both an information hub on international organizations and an international body in its own right, the UIA's long history makes it a prism through which to study the field of international organizations and its dynamics. International Organizations and Global Civil Society is the first scholarly study to cover both the Union of International Associations' early years and its more recent past. It brings together experts from a variety of fields, including history, political science and international relations, architecture, digital humanities and library and information studies to explore key issues including the major ideas that were fundamental for the UIA's activities, the UIA's importance for the development of the field of scientific internationalism, the relations between the UIA and other international organizations and the changing position of the UIA when facing geopolitical challenges such as totalitarianism, the World Wars, decolonization, the Cold War and the making of a new world order. The volume sheds light on the history of social, cultural and political internationalism, and the way in which knowledge about international organizations was constructed, collected and conveyed. It addresses a number of current scholarly concerns: the concept of 'global civil society'; the development of international relations as a field of study; the investigation of transnational factors in modern and contemporary history; and the tracing of forerunners to the 'information society'."--Bloomsbury Publishing

"In recent years, the debate on Romanisation has often been framed in terms of identity, that is, how the expansion of empire impacted on the constructed or self-ascribed sense of belonging of its inhabitants. Research has often focused on the interaction between local identities and Roman ideology and practices, leading to the notion of a multicultural empire but this volume challenges this perspective by drawing attention to the processes of identity formation that contributed to an imperial identity, a sense of belonging to the political, social, cultural and religious structures of the empire. Instead of concentrating on politics and imperial administration, the volume studies the manifold ways in which people were ritually engaged in producing, consuming, organising, believing and worshipping that fitted the (changing) realities of empire, focusing on how individuals and groups tried to do things 'the right way,' the Greco-Roman imperial way. Given the deep cultural entrenchment of ritualistic practices, an imperial identity firmly grounded in such practices might well have been instrumental not just to the long-lasting stability of the Roman imperial order but also to the persistency of its ideals well into Christian late antiquity and post-Roman times"--Provided by publisher

Like many other aspects of the work environment, "innovation" is a gendered term that creates a barrier to women taking part in innovation processes and, in particular, in male-dominated and "masculine" industries. This article looks into the role of gender, as well as other potential determinants, in explaining differences in the perceived innovation climate for public sector employees. This innovation climate depicts the opportunities and support employees receive with creating, promoting, and implementing innovative ideas in the workplace. Even though the public sector is often regarded as a more "feminine" work environment, our results show that women feel less encouraged in the innovation process when compared with men. Moreover, length of service and red tape appear to have a detrimental effect on individuals' experiences of the innovation climate.