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THE CIVIL SERVICE UNDER STRESS: THE FALL IN CIVIL SERVICE POWER AND AUTHORITY

FOSTER, C.D.

Public Administration, n.º 3/2001, pág. 725

1. Introduction. 2. The 1970s. 3. The 1980s. 4. TheMajor administration. 5. Since may 1997: The BlairAdministration. 6. Perceived shortcomings in the civilservice. 7. The Wilson reforms. 8. Fusion or separation. 9.Conclusion.

THE COMPUTERIZATION OF SOCIAL SECURITY: THE WAY FORWARD OR A STEP BACKWARDS?

MARGETTS, HELEN

Public Administration, n.º 3/1991, pág. 325

Sumario

1. Introduction. 2. Background. 3. The operationalìstrategy: conception and objectives. 4. The operationalìstrategy: proposals. 5. Operational strategy: developmentìand implementation. 6. Broad indicators of performance. 7.ìSuccess for failure?. 8. Causes for concern. 9. Summary soìfar: the isolation of information technology?. 10. Theìfuture of information technology and Public Administration.

THE CONSERVATIVES AND THE CIVIL SERVICE: ONE STEP FORWARD, TWO STEPS BACK?

FRY, GEOFREY K.

Public Administration, n.º 4/1997, pág. 695

Sumario

1. Is the civil service being "demolished"?. 2. The reorganizing of central government departments. 3. A "fragmented" civil service?.

THE DEVELOPMENT OF EU EQUALITY POLICIES: BUREAUCRATIC EXPANSION ON BEHALF OF WOMEN?

MAZEY, SONIA

Public Administration, n.º 4/1995, pág. 591

Sumario

1. Introduction. 2. Female and male employment in the European Community. 3. Ec action designed to eliminate sex discrimination. 4. The emergence of new policy networks. 5. Conclusion.

THE DINAMICS OF DECENTRALIZATION AND RECENTRALIZATION

GRONNEGAARD CHRISTENSEN, JORGEN

Public Administration, n.º 2/2000, pág. 389

Sumario

1. A dinamic model of public sector change. 2.Analysis. a) Initial allocation of authority. 3.Institutional constraints, distribution of power andstrategic choice. 4. National reactions to decentralization.5. Multi-level institutions and the transfer of authority.6. The dinamics of institutional adaptation. 7. Conclusions.

THE DYNAMICS OF MULTI-ORGANIZATIONAL PARTNERSHIPS: AN ANALYSIS OF CHANGING MODES OF GOVERNANCE

LOWNDES, VIVIEN;SKELCHER, CHRIS

Public Administration, n.º 2/1998, pág. 313

Sumario

1. Introduction. 2. Motivations for Multi-Organizational Partnerships. 3. Conceptualizing Multi-Organizational Partnerships. a) Interagency relationships: competition and collaboration. b) Inter-agency relationships as modes of governance. c) Partnerships and plural modes of governance. 4. Partnership Life Cycles and Modes of Governance. a) Pre-partnership collaboration. b) Partnership creation and consolidation. c) Partnership programme delivery. d) Partnership termination and succession. 5. Conclusion. 6. Notes. 7. References.

THE DYNAMICS OF POLICY CHANGE: LOBBYING AND WATER PRIVATIZATION

RICHARDSON, JEREMY J.;MALONEY, WILLIAM A.;RUDIG, WOLFGANG

Public Administration, n.º 2/1992, pág. 157

Sumario

1. Policy communities and issue networks. 2. Policyìinitiation: how did water privatization get onto theìangenda?. 3. Policy development: towards the 1986ìprivatization proposals. 4. The interlude: policy failureìand extended consultation. 5. Lonely decisions: ...

THE ENABLING STATE: THE ROLE OF MARKETS AND CONTRACTS

DEAKIN, NICHOLAS;WALSH, KIERON

Public Administration, n.º 1/1996, pág. 33

Sumario

1. Introduction. 2. The politics of implementation. 3. Policy and management in practice. a) Policy and markets. b) Performance and quality. c) Organization and relationships. d) Accountability. e) Financial management and budgeting. 4. Conclusions.

THE ENEMY WITHIN: INTRAGOVERNMENTAL POLITICS AND ORGANIZATIONAL FAILURE IN GREEK PRIVATIZATION

PAGOULATOS, GEORGE

Public Administration, n.º 1/2001, pág. 125

Sumario

1. The initial phase and the interministerialprivatizacion committee (IPC). 2. The politics of the 1991privatization law. 3. Voluntarism and the lack of priorexposure. 4. Uninvolved: the role of public bureaucracy. 5.Policy overload and the problem of human resources. 6."Thast's how it is because that's how it is: cavalierministers and contempt for detail. 7. Undermining centralized control: overlapping authorities, bureaucraticcomplications and departmental patriotism. 8. Cabinetdivided and the role of the prime minister. 9. Inconclusion: the elusiveness of statist effectiveness.

THE FINANCIAL CRISIS OF THE LOCAL AUTHORITIES IN ISRAEL: A RESOURCE-BASED ANALYSIS

CARMELI, ABRAHAM;COHEN, AARON

Public Administration, n.º 4/2001, pág. 893

Sumario

1. Introduction. 2. A resource-based view. a) Origins, definition and concept. b) Linking the resource-based view to public sector organizations. 3. The financial performance of the local authorities in Israel. a) The state of finance of the local authorities in Israel. b) The structure of the local government finance in Israel. c) Perspectives on a local government's state of finance. 4. Core resource-based systems of local authorities. a) The customer-oriented system. b) The human resource system. c) The organizational culture system. 5. Conclusion.

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