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Traditions and Public Sector Reform: Comparing Britain and Denmark
In: Scandinavian political studies: SPS ; a journal, Band 22, Heft 4, S. 341-370
ISSN: 0080-6757
Traditions and Public Sector Reform: Comparing Britain and Denmark
In: Scandinavian political studies, Band 22, Heft 4, S. 341-370
ISSN: 1467-9477
A governmental tradition is a set of beliefs about the institutions and history of government. In this article I argue the Anglo‐Saxon governmental tradition interprets public sector reform differently to the Rechtsstaat, participation tradition of Denmark, leading to different aims, measures and outcomes. In the Introduction, I define NPM arguing that is has become everything and is, therefore a meaningless term. I identify six dimensions to public sector reform: privatization, marketization, corporate management, regulation, decentralization and political control. In section 2, I describe the six dimensions of public sector reform in Britain and Denmark. In section 3, I explain the idea of a governmental tradition and argue the idea is essential to understanding the differences between Britain and Denmark. In section 4, I compare British and Danish governmental traditions, arguing the key differences lie in beliefs about the constitution, bureaucracy and state‐civil society relations. Finally, I provide a summary explanation of the differences and argue that traditions not only shape the aims, measures and outcomes of public sector reform but also lead to different interpretations of reform and its dilemmas. In Britain, the key dilemma concerns central steering capacity. In Denmark, the main dilemma is democratic accountability.
The Changing Nature of Central Government in Britain: the ESRC's Whitehall Programme
In: Public policy and administration: PPA, Band 13, Heft 4, S. 1-11
ISSN: 1749-4192
‘Shackling the Leader?’: Coherence, Capacity and the Hollow Crown
In: The Hollow Crown, S. 198-223
From Marketization To Diplomacy:: It's the mix that matters
In: Public policy and administration: PPA, Band 12, Heft 2, S. 31-50
ISSN: 1749-4192
From Institutions to Dogma: Tradition, Eclecticism, and Ideology in the Study of British Public Administration
In: Public administration review: PAR, Band 56, Heft 6, S. 507-516
ISSN: 0033-3352
The New Governance: Governing without Government
In: Political studies, Band 44, Heft 4, S. 652-667
ISSN: 0032-3217
From Institutions to Dogma: Tradition, Eclecticism, and Ideology in the Study of British Public Administration
In: Public administration review: PAR, Band 56, Heft 6, S. 507
ISSN: 1540-6210
The New Governance: Governing without Government
In: Political studies: the journal of the Political Studies Association of the United Kingdom, Band 44, Heft 4, S. 652-667
ISSN: 1467-9248
The term 'governance' is popular but imprecise. It has at least six uses, referring to: the minimal state; corporate governance: the new public management; 'good governance'; socio-cybernetic systems: and self-organizing networks. I stipulate that governance refers to 'self-organizing, interorganizational networks' and argue these networks complement markets and hierarchies as governing structures for authoritatively allocating resources and exercising control and co-ordination. I defend this definition, arguing that it throws new light on recent changes in British government, most notably: hollowing out the state, the new public management, and intergovernmental management. 1 conclude that networks are now a pervasive feature of service delivery in Britain; that such networks are characterized by trust and mutual adjustment and undermine management reforms rooted in competition; and that they are a challenge to governability because they become autonomous and resist central guidance.
The Institutional Approach
In: Theory and Methods in Political Science, S. 42-57
From Prime Ministerial Power to Core Executive
In: Prime Minister, Cabinet and Core Executive, S. 11-37
Introducing the Core Executive
In: Prime Minister, Cabinet and Core Executive, S. 1-8
The Changing Face of British Public Administration
In: Politics, Band 15, Heft 2, S. 117-126
ISSN: 1467-9256
This paper explores the changes in the study of Public Administration during the 1980s It documents the continuing contribution of organisation theory in the study of central-local government relations and government-industry relations; the failure of state theory; the challenge of rational choice theory; and the meteoric rise of the new public management. Public Administration experienced contradictory trends. The institutionalist tradition underwent a long lingering decline and was replaced by many competing approaches. The institutional base of the subject was eroded in the 1980s as the subject was absorbed by business schools and research funding evaporated. The New Right was the wellspring of ideas for government reform while 'indifference' best describes official attitudes to Public Administration. But against this inauspicious back cloth, there were clear signs of intellectual vigour with important innovations in, for example, bureaumetrics, policy networks and rational choice models of bureaucracy.
The Hollowing Out of the State: the Changing Nature of the Public Service in Britain
In: The political quarterly: PQ, Band 65, Heft 2, S. 138-151
ISSN: 0032-3179