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In contemporary world, with the change of economic, social, political and cultural conditions, the expectations to the support or creation of welfare states are also changing. For the preservation or reinforcement of welfare states, elimination of the arising contradictions is necessary as well as positive, effective answers to the challenges raised to welfare states both in theoretic, ideological-value and practical sense. The aim of this article is to reveal and group the essential contradictions and challenges to welfare states and their public governance. This article is of a phenomenological, analytical-overview type. In chapter 1, the authors provide the notions of contradiction, challenge, welfare state, governance and public governance; chapter 2 analyses contradictions and challenges to public governance of welfare states in international, state and local levels; in chapter 3, the authors analyse the challenges to welfare states in the context of the changes of the 21st century.

In contemporary world, with the change of economic, social, political and cultural conditions, the expectations to the support or creation of welfare states are also changing. For the preservation or reinforcement of welfare states, elimination of the arising contradictions is necessary as well as positive, effective answers to the challenges raised to welfare states both in theoretic, ideological-value and practical sense. The aim of this article is to reveal and group the essential contradictions and challenges to welfare states and their public governance. This article is of a phenomenological, analytical-overview type. In chapter 1, the authors provide the notions of contradiction, challenge, welfare state, governance and public governance; chapter 2 analyses contradictions and challenges to public governance of welfare states in international, state and local levels; in chapter 3, the authors analyse the challenges to welfare states in the context of the changes of the 21st century.

- ; In critically important parts of the cold war era the Democratic Party was the steward of American foreign policy. But since September 11. 2001, the party has, however, mostly been a bystander to the major transformation of U.S. foreign policy carried out by the Bush administration. Will the party continue to play such a passive and reactive role or will it be able to formulate a coherent and realistic alternative the Bush foreign policy? Both the U.S. international behavior and world politics will be greatly affected by the outcome of the ongoing internal debate in the party. This paper takes a closer look at this debate and the various fractions that now compete for being the foreign policy face of the party. It is still too early to tell the outcome of this jockeying for power, and consequently the Bush administration will most likely continue as the dominant force behind American foreign policy.

The authors of the book have come to the conclusion that it is necessary to effectively use modern management mechanisms and development strategies of economic entities in order to increase the efficiency of their activities. Basic research focuses on assessing the organizational-legal forms of management, corporate governance, study of logistics processes, operation of stock exchange, study of organizational culture. The research results have been implemented in the different models of cluster structures, management tools in financial supervision, use of electronic commerce, environmental solutions, economic forecasting methods, models of government, development strategies of economic entities in various sectors of the economy. The results of the study can be used in decision-making at the level of international business, ministries and departments that regulate the processes development of economic systems, ensuring stability and efficiency. The results can also be used by students and young scientists in modern concepts of the development of economic entities in the context of institutional transformations of the global environment.

The authors of the book have come to the conclusion that it is necessary to effectively use modern management mechanisms and development strategies of economic entities in order to increase the efficiency of their activities. Basic research focuses on assessing the organizational-legal forms of management, corporate governance, study of logistics processes, operation of stock exchange, study of organizational culture. The research results have been implemented in the different models of cluster structures, management tools in financial supervision, use of electronic commerce, environmental solutions, economic forecasting methods, models of government, development strategies of economic entities in various sectors of the economy. The results of the study can be used in decision-making at the level of international business, ministries and departments that regulate the processes development of economic systems, ensuring stability and efficiency. The results can also be used by students and young scientists in modern concepts of the development of economic entities in the context of institutional transformations of the global environment.

Centre of Excellence (CoE) is a politically initiated financing scheme from the Research Council in Norway aiming for long term, high quality and innovative research, contributing towards solving the big challenges of our society. Two evaluations conclude that this scheme is a success. These evaluations does not however pay much attention to the role of the administration in that regard. This master-thesis investigate how administrative leaders in the CoE contribute towards goal achievement. This has not previously been studied. For the data collection individual interviews was chosen, because they provide an open and investigative approach, well suited to gather relevant information. The analysis are based on organizational theory for public organizations, theories about organization types and previous research regarding the role of administrative personnel in research and higher education. The administrative leaders in CoE work in the interface between academic work and administration. My research shows that most of them have an academic background. They are highly educated, on master or PhD level, and some have research experience beyond that. Most of them have relevant work experience with a good overview of how the research and university systems work. The administrative leaders can further be recognised by their ability to create a good work environment and their social integration skills. This is very important in CoE, not the least because the centres depends heavily on recruitment of international research staff. In this regard good language skills and intercultural competence are also important. These leaders contribute to goal achievement through relieving the researchers and facilitating research related tasks, like conferences and meeting places, and haveing a good overview and ensure internal and external information flow. They also organize social activities and function as a central hub or connector. The administrative leader role demands a mix of knowledge and competencies, resembling the role of the classic middle range leader in the professional bureaucracy of today. With a great variety of different assignments coupled with being a connector for tasks and functions, both vertical and horizontal in the organization. In addition the administrative leader in a CoE also works close with the research leaders and the research activities at the centre. CoE are organized as time-limited projects with high demands and expectations. My study shows that the administration apparatus in CoE is important for goal achievement, but also that it is necessary with one 100% administrative leader or coordinator in a CoE, in order to take care of and coordinate the interests of the centre, both internally and in relation to the host institution. These CoE administrative leaders are a highly selected group regarding qualifications and background, which is something to be aware of when planning these kinds of research units, but also concerning the status- and role of administrative research personnel in general. ; publishedVersion