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Left on the shelf: Explaining the failure of public inquiry recommendations
In: Public administration: an international journal, Band 98, Heft 3, S. 609-624
ISSN: 1467-9299
AbstractPublic inquiries remain the pre‐eminent mechanism for lesson‐learning after high‐profile failures. However, a regular complaint is that their recommendations get 'shelved'. In political science, the most common explanation for this lack of implementation tells us that elites mobilize bias in order to undermine inquiry lesson‐learning. This article tests this thesis via an international comparison of inquiries in Australia, Canada, New Zealand and the UK. A series of alternative explanations for shelving emerge, which tell us that inquiry recommendations do not get implemented when: they do not respect the realities of policy transfer; they are triaged into policy refinement mechanisms; and they arrive at the 'street level' without consideration of local delivery capacities. These explanations tell us that the mobilization of bias thesis needs to be reworked in relation to public inquiries so that it better recognizes the complex reality of public policy in the modern state.
Policy learning and the public inquiry
In: Policy sciences: integrating knowledge and practice to advance human dignity, Band 52, Heft 3, S. 397-417
ISSN: 1573-0891
Institutional Amnesia and Crisis Management Analysis
In: Oxford Research Encyclopedia of Politics
"Institutional Amnesia and Crisis Management Analysis" published on by Oxford University Press.
Explaining institutional amnesia in government
In: Governance: an international journal of policy and administration, Band 32, Heft 1, S. 143-158
ISSN: 1468-0491
This article explains why different government agencies experience variations in organizational memory loss. It first explains institutional amnesia theoretically by expanding the formal‐institutional view of organizational memory to include agential and structural‐contextual properties, revealing a broader range of novel explanations for amnesia. Institutional amnesia is then explained empirically through an international analysis of memory loss in four Westminster systems (Australia, Canada, New Zealand, and the United Kingdom). This analysis, which principally relies on 100 interviews with ministers, policy officials, and public‐sector leaders across the four countries, leads to the introduction of four explanations for amnesia, relating to: organizational churn, absorptive capacity, strategic‐instrumental decision making, and historical storytelling.
New institutionalism, critical junctures and post-crisis policy reform
In: Australian journal of political science: journal of the Australasian Political Studies Association, Band 53, Heft 1, S. 24-39
ISSN: 1363-030X
More micro than meta? Competing concepts of metagovernance in the European Union
In: Public policy and administration: PPA, Band 30, Heft 1, S. 73-91
ISSN: 1749-4192
More micro than meta? Competing concepts of metagovernance in the European Union
In: Public policy and administration: PPA, Band 30, Heft 1, S. 73-91
ISSN: 1749-4192
Interactive and state-centric relational governance scholars disagree about the concept of metagovernance. Contestation relates to who can metagovern, the processes that can steer policy networks and the extent of autonomy held by non-state actors. This article uses data generated from interviews with policy officials and document analysis to examine the validity of these competing claims in relation to a European crisis management network. The findings validate both conceptualisations in terms of the minutia of network governance but they also question their value as a proxy for understanding how the European Union has affected the policymaking authority of the nation-state.
BUREAUCRATIC VALUES AND RESILIENCE: AN EXPLORATION OF CRISIS MANAGEMENT ADAPTATION
In: Public administration: an international quarterly, Band 92, Heft 3, S. 692-706
ISSN: 0033-3298
BUREAUCRATIC VALUES AND RESILIENCE: AN EXPLORATION OF CRISIS MANAGEMENT ADAPTATION
In: Public administration: an international journal, Band 92, Heft 3, S. 692-706
ISSN: 1467-9299
The concept of resilience has gained currency as a motif under which governments have sought to improve their responses to crises. At the heart of this agenda is an understanding that crisis management must be adaptable. Yet crises continue to expose the intransigent nature of central bureaucracies. This article addresses this issue by exploring how bureaucratic values can affect the ability of agents to adapt to the challenges of crises. Data are generated from a series of interviews with crisis managers who operate in a policy chain that connects the European Union to the United Kingdom. The data indicate that two well‐entrenched bureaucratic value‐sets, relating to efficiency and procedural rationality, have profound consequences for the resilience agenda.
Erratum to "Legislatures: Help or hindrance in achieving successful crisis management?" [Policy Soc. 30 (2011) 115–127]
In: Policy and society, Band 30, Heft 3, S. 235-235
ISSN: 1839-3373
Legislatures: Help or hindrance in achieving successful crisis management?
In: Policy and society, Band 30, Heft 2, S. 115-127
ISSN: 1839-3373
Legislatures have the potential to influence the politics and policies of crisis management. As such, they deserve analytical treatment from those interested in the effectiveness of state-led efforts to resolve crises. However, determining and evaluating the extent of a legislature's involvement in a crisis management process is a complicated research endeavour. The purpose of this article is to reduce this complexity by presenting a research framework that can be used for the analytical and evaluative exploration of legislatures in relation to crisis management. As the framework unfolds, insights are generated about how the interaction between politics and policy affects crisis management performance, and the ways in which interpretations of 'success' and 'failure' are constructed subjectively by crisis actors. Emerging from the framework is an argument that assessments of institutional performance must be cognizant of the 'normative pluralism' that characterises contemporary crises.
THE TRADITION OF MINISTERIAL RESPONSIBILITY AND ITS ROLE IN THE BUREAUCRATIC MANAGEMENT OF CRISES
In: Public administration: an international journal, Band 89, Heft 3, S. 1148-1163
ISSN: 1467-9299
This article explores the relationship between the United Kingdom's doctrine of ministerial responsibility and bureaucratic efforts to control four contemporary crises. Evidence emerges from a series of interviews with experienced crisis managers, which draws attention to the way in which this convention: (1) tacitly conditioned the thinking and behaviour of bureaucratic crisis actors through their sensitivity to political risk; and (2) was reinterpreted and utilized instrumentally by political and bureaucratic agents in response to the dilemmas posed by each crisis. The analysis of these themes connects governance and crisis literatures together by shedding light on the interaction between governance 'traditions', 21st century crisis episodes and the requirements of crisis management.
THE TRADITION OF MINISTERIAL RESPONSIBILITY AND ITS ROLE IN THE BUREAUCRATIC MANAGEMENT OF CRISES
In: Public administration: an international quarterly, Band 89, Heft 3, S. 1148-1164
ISSN: 0033-3298
A New Perspective on Constituency Representation: British Parliamentarians and the 'Management' of Crises
In: The journal of legislative studies, Band 16, Heft 4, S. 495-514
ISSN: 1743-9337