Trumps Bilanz: Ein Jahr "Krieg gegen den Verwaltungsstaat"
In: Verwaltung & Management: VM ; Zeitschrift für moderne Verwaltung, Band 24, Heft 2, S. 59-62
ISSN: 0947-9856
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In: Verwaltung & Management: VM ; Zeitschrift für moderne Verwaltung, Band 24, Heft 2, S. 59-62
ISSN: 0947-9856
In: European policy analysis: EPA, Band 3, Heft 1, S. 207-208
ISSN: 2380-6567
In: FÖV discussion papers 87
Die Verwaltungswissenschaft hat in Deutschland einen unsicheren Stand und einen unklaren Status. Eine kohärente politologische Forschungsprogrammatik hat sich weder im Hinblick auf eine empirische Verwaltungslehre noch als Theorie politischer Organisation etabliert. Die in diesem Band versammelten Beiträge ziehen Bilanz und loten neue Perspektiven der Verknüpfung empirischer Forschung und Theoriebildung aus.Mit Beiträgen vonChristian Adam, Michael W. Bauer, Stefan Becker, Jörg Bogumil, Nathalie Behnke, Arthur Benz, Edgar Grande, Christoph Knill, Frank Nullmeier, Rainer Prätorius, Wolfgang Seibel, Annette Töller und Sylvia Veit.
In: Journal of european public policy series
In: International journal of public administration, Band 42, Heft 11, S. 950-960
ISSN: 1532-4265
In: Journal of European integration: Revue d'intégration européenne, Band 40, Heft 6, S. 667-682
ISSN: 1477-2280
In: Journal of European integration, Band 40, Heft 6, S. 667-682
ISSN: 0703-6337
World Affairs Online
In: Oxford Research Encyclopedia of Politics
"Policy and Organizational Termination" published on by Oxford University Press.
In: Der moderne Staat: dms ; Zeitschrift für Public Policy, Recht und Management, Band 10, Heft 1, S. 31-48
ISSN: 2196-1395
In: Global policy: gp, Band 8, Heft S5, S. 75-84
ISSN: 1758-5899
AbstractVoluntary contributions – often earmarked for specific purposes – have become an indispensable source of revenue for international organizations (IOs) and the UN organizations in particular. While the reasons for this trend are regularly studied, its effects on the internal functioning of the organization (especially on the 'international public administration' (IPA) as the organization's secretariat) remain unclear. Given this gap, we study the consequences of increasing financial dependence for the autonomy of IPA staff. Using financial and personnel data of 15 UN agencies over time, our results are in line with the intuitive expectation that more financial resources in the form of voluntary contributions increase the number of staff. We also find evidence, however, that the more an organization depends on voluntary resources (within its broader financial portfolio), the more it reduces the ratio of permanent staff among its total workforce in the subsequent years. The underlying adaption of IPAs' recruitment and career structures to growing financial insecurities has important implications for the autonomy of international bureaucrats and needs to be considered also in terms of its long‐term impact on administrative professionalism and organizational performance.
In: The New Politics of the European Union Budget, S. 173-194
In: International journal of public administration, Band 43, Heft 5, S. 378-391
ISSN: 1532-4265
In: Schriftenreihe des Arbeitskreises Europäische Integration e.V v.105
Cover -- Chapter 1: The European Commission and the Disintegration of Europe - Taking Stock and Looking Ahead -- 1. The European Commission in Turbulent Times -- 2. Researching the Commission: Current Debates and Key Findings of this Volume -- 2.1 The Commission within the Institutional System of the EU -- 2.2 The Commission as an Organization - Internal Structures, Processes and Leadership -- 2.3 Policy-Making and Implementation -- 3. Outlook and Avenues for Future Research on the European Commission -- References -- Chapter 2: The European Commission - Agent, Principal and Partner to the European Council? -- 1. Introduction: Discussing a Complex and in-flux Relationship -- 2. The Study of Principal Agent Relations: Models for the Relationship between the European Council and the Commission? -- 3. Three Models for Examining the Relationship between the European Council and the European Commission -- 3.1 Model 1: The Commission as a Secretariat to the European Council -- 3.2 Model 2: The Commission as a Hidden Principal -- 3.3 Model 3: The Commission and the European Council as Specific Partners -- 4. Principal and Agent? Real World Power Constellations of the Two Institutions -- 4.1 Actor Constellations in the Legislative Process and Policy Initiation -- 4.2 Fiscal Surveillance: Limited Powers of Supranational Surveillance -- 4.3 The Commission's Autonomy as a Function of Control Mechanisms by the European Council? -- 5. Conclusion and Perspectives: an influx Inter-Institutional Relationship -- References -- Chapter 3: Agenda-Shaping in the European Parliament and the European Commission's right of legislative initiative -- 1. Introduction -- 2. Theory -- 3. Channels of Indirect Initiatives -- 4. Own-Initiative Reports -- 4.1 Non-Legislative Own-Initiative Reports (INI) -- 4.2 Legislative Own-Initiative Reports (INL) -- 5. Empirical Analysis
In: Schriftenreihe des Arbeitskreises Europäische Integration e.V, Band 105