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GOVERNANCE TRADITIONS AND NARRATIVES OF PUBLIC SECTOR REFORM IN CONTEMPORARY FRANCE

ELGIE, ROBERT

Public Administration, n.º 1/2003, pág. 141

Sumario

1. TRADITIONS OF GOVERNANCE IN FRANCE. 2. NARRATIVES OF PUBLIC SECTOR REFORM IN CONTEMPORARY FRANCE. 3. CONCLUSION.

GOVERNMENT WITHIN GOVERNANCE: NETWORK STEERING IN YORKSHIRE AND THE HUMBER

BACHE, IAN

Public Administration, n.º 3/2000, pág. 575

Sumario

1. Introduction. 2. Governing without government ina differentiated polity. 3. Towards a regional elite?. Keyplayers in economic development in Yorkshire and the humber.4. Regeneration policy networks in sheffield. 5. Structuralfund networks in Yorkshire and the humber. 6. Conclusion. 7.Acknowledgement.

HEARING BUT NOT LISTENING: THE LOCAL GOVERNMENT REVIEW PROCESS IN WEST SUSSEX

STOKER, GERRY

Public Administration, n.º 1/1997, pág. 35

Sumario

1. Setting the scene. 2. Stage one: start of the review. 3. Stage two: preparation of draft recommendations. 4. Stages three and four: testing public opinion and the decision. 5. Assessment. 6. Concluding debate: Could it have been different?

HOW NETWORKS EXPLAIN UNINTENDED POLICY IMPLEMENTATION OUTCOMES: THE CASE OF UK RAIL PRIVATIZATION

GRANTHAM, ANDREW

Public Administration, n.º 4/2001, pág. 851

Sumario

1. Introduction. 2. A framework for analysis. 3. Networks and implementation. 4. Typology. 5. The primary actors. 6. Background to the case study. 7. Scotrail. 8. PTEs and the strathclyde phenomenon. 9. The financing of local services - section 20 and the MRG. 10. Attrition. 11. Discussion. 12. Conclusion.

HUMAN RESOURCE MANAGEMENT IN THE PUBLIC AND PRIVATE SECTORS: AN EMPIRICAL COMPARISON

BOYNE, GEORGE;JENKINS, GLENVILLE;POOLE, MICHAEL

Public Administration, n.º 2/1999, pág. 407

Sumario

1. Human resource management in the public sector.2. Empirical evidence on HRM policies and practices. 3.Conclusion.

IDEAS, BARGAINING AND FLEXIBLE POLICY COMMUNITIES: POLICY CHANGE AND THE CASE OF THE OXFORD TRANSPORT STRATEGY

DUDLEY, GEOFFREY

Public Administration, n.º 3/2003, pág. 433

Sumario

I. POLICY COMMUNITIES AND THE DUAL PROCESS OF POLICY CHANGE. II. THE ESTABLISHMENT OF THE POLICY COMMUNITY METAPHOR. III. IDEAS, POLICY COMMUNITIES AND POLICY CHANGE. IV. FLEXIBLE POLICY COMMUNITIES AND THE DYNAMICS OF POLICY CHANGE. V. THE TRANSFORMATION OF MEANING AND THE OXFORD TRANSPORT STRATEGY. VI. OXFORD AS A MODERN INTEGRATED TRANSPORT "SOLUTION". VII. THE DEVELOPMENT AND MEANING OF INTEGRATED TRANSPORT IN OXFORD. VIII. OTS DYNAMICS: THE CONSTRUCTION OF A POLICY COMMUNITY, 1992-1999. IX. THE INTERNAL DESTABILIZATION OF THE OTS POLICY COMMUNITY. X. IMPLEMENTATION PROBLEMS AND CITY COUNCIL DECLINE. XI. THE ACHIEVEMENT OF THE OTS OBJECTIVES. XII. OTS IMPLEMENTATION AND THE FOUNDATION OF RESCUE OXFORD. XIII. THE OTS AND IDEA MUTATION: FROM DEMAND MANAGEMENT TO COMMERCIAL DEVELOPMENT. XIV. IDEAS AND NARRATIVE DYNAMICS. XV. FLEXIBLE POLICY COMMUNITIES AND GOAL RECONSTRUCTION.

IMPLEMENTING BEST VALUE: LOCAL PUBLIC SERVICES IN TRANSITION

MARTIN, STEVE

Public Administration, n.º 1/2000, pág. 209

Sumario

1. From CCT to best value. 2. National regulation.3. Local implementation. 4. Conclusions.

IMPLEMENTING PRIVATIZATION POLICIES IN NEXT STEPS AGENCIES

GAINS, FRANCESCA;MEIER, KENNETH J.

Public Administration, n.º 4/1999, pág. 713

Sumario

1. How do institutions change?. 2. Intra-statenetworks between departments and agencies. 3. The next stepsarrangements. 4. Privatizing next steps agencies - a windowof opportunity?. 5. Ministerial responses to the window ofopportunity. 6. The "department wiew". 7. Departmental andagency responses to the privatization agenda. 8. Accountingfor institutional change and constraint.

IMPROVED PERFORMANCE IN LOCAL ECONOMIC DEVELOPMENT: A WARM EMBRACE OR AN ARTUL SIDESTEP?

BOVAIRD, TONY;GREGORY, DAVID;MARTIN, STEPHEN

Public Administration, n.º 1/1991, pág. 103

Sumario

1. Introduction. 2. Practices for assessing valueìfor money in local economic development. 3. Organizationalìarrangements for securing value for money in local economicìdevelopment. 4. Conclusions.

IMPROVING PUBLIC SERVICE DELIVERY: THE CROSSROADS BETWEEN NPM AND TRADITIONAL BUREAUCRACY

FERRAZ ESTEVES DE ARAUJO, JOAQUIM FILIPE

Public Administration, n.º 4/2001, pág. 915

Sumario

1. Introduction. 2. The concept of the Citizen Shop. 3. Providing a concept. 4. Reforming service delivery in Portuguese administration. 5. Breaking-up traditional structures: the management institute of Citizen Shops. a) The control of MICS. b) Management practices. 6. Control and management of operational units: the Citizen Shops. a) The supervision of Citizen Shops. b) The control of outputs measures. c) Personal management. d) Management and operations in the Assistance Points. e) Use of IT. 7. Assessing the characteristic elements of CS. 8. Conclusion.

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