Suchergebnisse

La recherche sur les réformes publiques inscrite dans la tradition des sciences administratives et politiques recouvre trois orientations (Hood, 2005) :dans les années '80 un travail analytique centré sur la nouvelle gestion publique, dans les années '90 l'élaboration d'une base de données et d'informations sur les réformes publiques (Aucoin, 1995; Politt, Bouckaerts, 2000) et enfin plus récemment l'identification d'anomalies dans ces réformes (notamment Margetts, Perri6, Hood, 2010; Bezes, 2005, 2006). La recherche en gestion est centrée sur l'action et non pas sur les institutions ou les acteurs :elle vise en termes positifs à la construction d'une théorie de l'action et en même temps en termes normatifs à proposer des pistes d'action (Hatchuel, 2000). La recherche en management public recouvre ainsi des analyses des réformes ainsi que des approches conduisant à la prise de responsabilité (« a responsibility-base approach ») (Schedler, Proeller, 2010) plus normatives et tournées vers la recherche de solutions. Cette contribution s'inscrit à fois dans la perspective de l'analyse des anomalies dans les réformes publiques (pourquoi les réformes produisent-elles des anomalies, quelle en est la nature ?) et dans la proposition de pistes pour en limiter la portée (comment résoudre les anomalies ?). Une première ambition est de proposer une analyse pertinente des pathologies et des paradoxes dans les réformes publiques mises en oeuvre dans les pays de l'OCDE dans deux domaines centraux :les réformes budgétaires d'une part et les réformes de la haute fonction publique d'autre part. Ces réformes sont centrales dans la réforme de l'État puisqu'elles touchent d'une part à l'architecture du budget et d'autre part à la responsabilité et au rendu des comptes des hauts fonctionnaires. Alors que les comparaisons internationales sont fréquemment utilisées pour produire un savoir commun, ce ne sont pas toujours les travaux les plus scientifiques qui sont les plus cités comme le rappelle Pollitt (2011). Le champ de l'analyse ...

The process of privatization in Belgium has developed within a context of rather special political & economic conditions, especially the tradition of mixed public-private economic activity. Here, the development of the debate on privatization & initial reactions to the first government decisions are examined to show the influence of traditional factors. Moves at the European level, inspired by the prospects of 1992, suggest that state & supra-state regulation will not disappear in Belgium, but will merely be reformulated. 2 Tables. Modified HA

This book investigates the role and effectiveness of strategic management within public governance in Europe. Using findings from qualitative studies, it explores the governance processes at the level of the European Union as a supranational institution, and the level of national governments. It presents empirical research that reveals fresh insights into the extent to which the public, effective government, and desirable societies are interrelated in individual Member States. Further, it enables the authors to critically analyse and develop the concept of the 'Strategic State', and to introduce the idea of 'credible government' that lays out a pathway to effective governance. This book argues for the need to develop more effective multi-level governance that combines unity of strategic purpose at the European level with strategic leadership and mobilisation at the national level. It will appeal to practitioners in addition to scholars in the fields of public policy, public management and European Union studies

This book investigates the role and effectiveness of strategic management within public governance in Europe. Using findings from qualitative studies, it explores the governance processes at the level of the European Union as a supranational institution, and the level of national governments. It presents empirical research that reveals fresh insights into the extent to which the public, effective government, and desirable societies are interrelated in individual Member States. Further, it enables the authors to critically analyse and develop the concept of the 'Strategic State', and to introduce the idea of `credible government' that lays out a pathway to effective governance. This book argues for the need to develop more effective multi-level governance that combines unity of strategic purpose at the European level with strategic leadership and mobilisation at the national level. It will appeal to practitioners in addition to scholars in the fields of public policy, public management and European Union studies.

"Strategic Management in Public Organizations: European Practices and Perspectives offers the first wide-ranging survey and assessment of strategic management practices at various levels of government and public service in European countries. It shows that strategic management is much more than a management tool imported from the private sector - it has become a key element of public management reforms, and European governments at all levels are developing 'strategic state' characteristics. Written by leading European experts on strategic management in the public sector and in government, this book presents evaluations and analysis based on empirical investigations. Its chapters cover strategic management at different levels of government, explore the roles of different players, and incorporate theory and practice, with opening and concluding chapters by the editors that provide an overview of strategic management in the public services and a cross-societal discussion of practices, reforms, and lessons. The book reflects not only developments in strategic management practices in the European public sector, but also the increasing importance of strategic capabilities for the modernization of public governance. This book is ideal for students in postgraduate management courses (MPA, MSc, or MBA) in Europe and elsewhere"--

Four European countries have been selected from the northern part of Europe to carry out cross-case comparisons of their strategic state capabilities. They are Finland, Germany, Lithuania and Sweden. Each of the cases has some distinctive features in terms of their recent developments or their strategic reputations. Finland's national government has been frequently identified as taking a strategic approach to governance. The government has made reports on the future to parliament and the parliament had its Committee for the Future. Germany, in contrast, has a reputation for being more strategic at local and regional government level and the national level of government is portrayed as much less strategic. It is plausible to argue that the strength of the constitution is a major influence on how public governance works in Germany, and it maybe for this reason that strategic-state capabilities appear to be emerging quite slowly. Lithuania is an interesting case because of its apparently well-institutionalized system of strategic planning that was introduced in 2000. There is now a long-term Lithuania 2030 strategy. Central capacity for strategic planning is partly established through ministry units and a governmental Strategic Planning Committee dating from 2013. Finally, Sweden's system of public governance is interesting in part because of the 1997 reforms that created a more integrated approach, a whole of government approach, in which the ministers were appointed by the prime minister and worked collaboratively, which has been termed as ministerial decision making according to a collegiality norm. This implies quite a step change in strategicstate capabilities in the sense of moving away from ministerial silos. ; info:eu-repo/semantics/published

The Europe 2020 strategy could be seen as the application of public management reforms to the problem of governance of the economies of Europe. It was not simply an economic plan but included strategic goals on employment, R & D, climate change and sustainability, education, poverty and social exclusion. It was, in other words, a comprehensive framework for the social, environmental and economic development of Europe over the decade to 2020. It emphasized the need for a coherent and integrated effort by all countries and levels of government to work with social partners and citizens to renew Europe's dynamism. ; info:eu-repo/semantics/published

PurposeThe aim of this contribution is to propose a first overview of the strategic plans in the Belgian Federal Administration and to analyse the process of strategic planning itself.Design/methodology/approachIn the first part, the strategic plans are analysed in order to understand the intentions regarding various public policies. A content analysis will be provided in order to propose a typology or at least a comprehensive framework of the intentions. In the second part, the strategic process itself is investigated more into details on the basis of interviews of the presidents of the Federal Public Services. The contribution tries to formalise several behavioural hypotheses in accordance with a model of strategic action in a public context. Finally, the article concludes on the relation between intention and action.FindingsThree models characterize the management plans in Belgian federal administration: external polarization, internal polarization and balanced polarisation. Furthermore, the survey carried out confirms the existence of some effective behaviours of public top managers related to the nature of the public sector and to specific constraints. This result is fully coherent with behavioural assumptions formulated by a contextual model of strategic management. All these elements assess the possible divergence between the intentional strategy and the emergent strategies that would result from a more flexible behaviour.Research limitations/implicationsThis result is based on the strategic intentions and should be confronted with the later versions of the plans and even better with their achievements in order to distinguish intention and opportunity. Only this longitudinal study will allow final conclusions about the nature of the strategy really implemented in the federal administration to br drawn.Practical implicationsThe result of this research implies that "ideal" competences of public managers might differ from those requested for a private manager, especially regarding decision making (more incremental) and authority (more influential).Originality/valueThis contribution allows an evaluation of strategic process in the public sector as it is formulated by real actors, rather than by a mythical decision maker.