A REINVENTION LABORATORY WITH A DIFFERENCE: A USAID RE-ENGINEERING INITIATIVE IN BANGLADESH

HIRSCHMANN, DAVID

INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 1/2001, pág. 135

1. Introduction. 2. "Idiosyncracies" versus"structure". 3. The democracy reinvention laboratory inUSAID/Bangladesh. 4. A laboratory with a difference. 5.Conclusions and assessments.

A VALUE-FOR-MONEY PATHWAY: A TWO-COUNTRY CASE STUDY OF PERFORMANCE REPORTING

CHRISTENSEN, MARK;YOSHIMI, HIROSHI;YOSHIMI, HIROSHI

INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 3/2000, pág. 433

1. Introduction and theoretical framework. 2.Second-tier government performance reporting in Australiaand Japan. 3. Case study comparisons. 4. Explanatoryfactors. 5. Conclusion.

ACCOUNTABILITY AND PERFORMANCE MEASUREMENT: AN ASSESSMENT OF THE IRISH HEALTH CARE SYSTEM

MILLAR, MICHELLE;MCKEVITT, DAVID

INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 2/2000, pág. 285

1. Introduction. 2. An overview of the health caresystem. 3. Accountability of public service providers. 4. Research methodology and basic findings. 5. Analysis. 6. Conclusion.

ACCOUNTABILITY FOR COLLABORATIVE PROGRAMME DELIVERY ARRANGEMENTS IN CANADA'S FEDERAL GOVERNMENT: SOME CONSEQUENCES OF SHARING THE BUSINESS OF GOVERNMENT

BARRADOS, MARIA;MAYNE, JHON;WILEMAN, TOM

INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 3/2000, pág. 495

1. Introduction. 2. Collaborative arrangements. 3.The accountability challenge. 4. Accountability consequencesand issues. 5. Conclusion-a need for balancing.

ADMINISTRATIVE EHTICS AND PROFESSIONAL COMPETENCE: ACCOUNTABILITY AND PERFORMANCE UNDER GLOBALIZATION

FARAZMAND, ALI

INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 1/2002, pág. 127

1. Introduction. 2. Decline of the public service image. 3. Globalization, privatization and the New Public Management. 4. Global concern for ethics and accountability. 5. Professionalism and administrative ethics. 6. Conclusion.

ADMINISTRATIVE REFORM POLICY: THE CASE OF NORWAY

CHRISTENSEN, TOM;LOEGREID, PER

INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 3/1998, pág. 457

1. Introduction. 2. Perspectives. 3. The development of administrative policy. 4. Ministries and actual change. 5. Adjustment, not transformation. 6. Implications for administrative policy. 7. Notes.

AFRICAS EVOLVING CAREER CIVIL SERVICE SYSTEMS: THREE CHALLENGES-STATE CONTINUITY, EFFICIENT SERVICE DELIVERY AND ACCOUNTABILITY

ADAMOLEKUN, LADIPO

INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 3/2002, pág. 373

1. Abstract. 2. Introduction. 3. The inherited concept of a career civil service. 4. Career civil service in crisis. 5. Rehabilitating career civil service systems in the 1990s: modest achievements. 6. Some thoughts on a career civil service system for the new millennium. 7. Conclusion.

AUTONOMY: A GUIDING CRITERION FOR DECENTRALIZING PUBLIC ADMINISTRATION

ROLLA, GIANCARLO

INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 1/1998, pág. 27

1. A new phase in administrative evolution: the season of reform. 2. Decentralization and administrative decentralizing. 3. Decentralization and the unitary principle. 4. The effects of decentralization on the distribution of powers between the centre and the local authorities. 5, The effects of decentralization on the system of legal sources.

BATHO PELE: PUTTING THE CITIZEN FIRST IN TRANSFORMING PUBLIC SERVICE DELIVERY IN A CHANGING SOUTH AFRICA

KROUKAMP, HENDRI

INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 3/1999, pág. 327

1. Introduction. 2. Public service transformationin South Africa. 3. The Batho Pele principles. 4. Thedilemmas of citizen participation. 5. The value of citizenparticipation. 6. Preconditions for the successfulimplementation of the Batho Pele principles. 7. Conclusion.

BEST VALUE AND ACCOUNTABILITY: ISSUES AND OBSERVATIONS

HALACHMI, ARIE;MONTGOMERY, VICKIE L.

INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 3/2000, pág. 393

1. Introduction. 2. Best value: semantics andgovernment practice. 3. British and other internationalperspectives on BV. 4. Benchmarking and BV. 5. BV and riskmanagement. 6. Can BV be used as a proxy for performancemeasurement?.

BEST VALUE IN THE UNITED KINGDOM: USING BENCHMARKING AND COMPETITION TO ACHIEVE VALUE FOR MONEY

BOVAIRD, TONY

INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 3/2000, pág. 415

1. Introduction. 2. "Competitiveness" andcompetition. 3. Competitiveness through benchmarking. 4. Useof competition under BV. 5. Issues in managing competitionunder BV. 6. Evaluating the role of "competitiveness" andcompetition in BV. 7. Conclusions.

BETWEEN THE ´GOVERNANCE´ MODEL AND THE POLICY EVALUATION ACT: NEW PUBLIC MANAGEMENT IN JAPAN

KUDO, HIROKO

INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 4/2003, pág. 483 a 502

1. ABSTRACT 2. INTRODUCTION 3. NPM JAPANESE STYLE AND THE ´STANDARD GUIDLINES FOR POLICY EVALUATION´ 4. POLICY EVALUATION ACT 5. MLIT AND ITS PERFORMANCE MANAGEMENT STRATEGY 6, ´GOVERNANCE´MODEL EXPERIMENT: SETAGAYA WORLD 7. CONCLUSION

BEYOND THE CHECKLIST: TOWARDS AN INTEGRATED POLICY IMPACT METHODOLOGY

DAFFERN, PETER;WYATT, ANDREW

INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 4/2001, pág. 663

1. Appraising policy options - towards an integrated approach. 2. Mapping the "mandate space". 3. Applying the approach. 4. Conclusions.

BIG DECISIONS, BIG RISKS: IMPROVING ACCOUNTABILITY IN MEGA PROJECTS

BRUZELIUS, NILS;FLYVBJERG BENT;ROTHENGATTER, WERNER

INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 3/1998, pág. 423

1. Introduction. 2. Lessons from experience: costs, revennes, risks. 3. The conventional approach. 4. Redrawing the borderlines of public and private involvement. 5. Concession and state-owned enterprise approaches to major project development and appraisal. 6. The conventional and alternative approaches compared.

BRITAIN'S 5 PERCENT LOCAL GOVERNMENT REVOLUTION: THE FALTERING IMPACT OF NEW LABOURS MODERNIZATION AGENDA

GAME, CHRIS

INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 3/2002, pág. 405

1. Abstract. 2. An interim review. 3. New labours approach-sticks and carrots. 4. Democratic renewal. 5. Elected mayors and other models of political management. 6. But few are chosen. 7. A non-radical agenda. 8. Best value or CCT plus inspection? 9. Local government finance. 10. Locally raised taxation-stuck at 4 percent.

CITIZEN PARTICIPATION IN DEVELOPMENT ADMINISTRATION: EXPERIENCES OF INDIA

JAIN, R.B.

INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 3/1999, pág. 381

1. Development philosophy in India. 2. India'sstrategy for participative development: institutionalinnovations. 3. New demands, non-state actors andprocessors. 4. Concluding observations: social non-stateactors versus the state.

CITIZEN PARTICIPATION INDISPENSABLE TO SUSTAINABLE DEMOCRATIC GOVERNANCE AND ADMINISTRATION IN SOUTH AFRICA

HILLIARD, VICTOR G.;KEMP, NORMAN D.

INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 3/1999, pág. 353

1. Introduction. 2. Constitutional provisions foropenness, transparency and good governance andadministration. 3. Role of citizens in maintainingconstitutional provisions in the South African publicservice. 4. Evaluating the values and principles governingpublic administration in South Africa. 5. Conclusion.

CITIZEN'S CHARTERS AND PUBLIC SERVICE PROVISION: LESSONS FROM THE UK EXPERIENCE

FALCONER, PETER K.;ROSS, KATHLEEN

INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 3/1999, pág. 339

1. Introduction. 2. The citizen's charter: anoverview. 3. Enhancing citizen participation: the Citizen'sCharter as an evolving management tool. 4. Reconsidering theCitizen's Charter as a management tool: the LabourGovernment's re-launch. 5. Conclusion: lessons from the UKexperience.

CIVIL SERVANTS, MANAGERIALISM AND DEMOCRACY

DAVIES, MORTON R.

INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 1/1998, pág. 119

1. Introduction. 2. Permanence and impartiality. 3. Civil servants and polities 4. Anonymity. 5. Problems with neutrality. 6. The role of the civil servant. 7. Civil servants and managerialism. 8. Conclusion.

CIVIL SERVICE REFORM IN JAPAN AND KOREA: TOWARD COMPETITVENESS AND COMPETENCY

KIM, PAN S.

INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 3/2002, pág. 389

1. Abstract. 2. Introduction. 3. Similarities and differences between the bureaucracies in Japan and Korea. 4. Competitiveness in government efficiency and civil service reform. 5. Directions for civil service reform.

CIVIL SERVICE REFORM IN THE PEOPLE'S REPUBLIC OF CHINA: ANOTHER MIRAGE OF THE NEW GLOBAL PARADIGM OF PUBLIC ADMINISTRATION?

DREWRY, GAVIN;CHAN, CHE-PO

INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 3/2001, pág. 461

CIVIL SERVICE TRAINING INSTITUTIONS IN THE FACE OF CHANGE. THE EXAMPLE OF THE ECOLE NATIONALE D'ADMINISTRATION IN ALGIERS

CHERHABIL, HOCINE

INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 2/2000, pág. 349

1. Tackling human resources. 2. Extending the objectives of the ENA and adapting its curricula. 3. Providing civil servants with in-service training. 4. Toconclude.

CODES OF CONDUCT AND GENERATIONS OF PUBLIC SERVANTS

GLOR, ELEANOR

INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 3/2001, pág. 525

1. Value systems as a function of demographiccohorts. 2. Do public servants share their generations'values?. 3. Linking generational beliefs and codes ofconduct. 4. Government as employer - a Canadian example. 5.Conclusion. 6. Appendix: OECD (1998) Principles for ManagingEthics in the Public Service.

COMMUNITY-BASED PUBLIC MULTISERVICE CENTRES: A PIPE DREAM OR A FAIRY TALE ABOUT TO COME TRUE?

ZEMOR, PIERRE

INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 3/1999, pág. 410

COMPARATIVE PUBLIC ADMINISTRATION

RIGGS, FRED W.;EVANS, B. MITCHELL;SHIELDS, JOHN;SUBRAMANIAM, V.;EVANS, B. MITCHELL;SHIELDS, JOHN;SUBRAMANIAM, V.

INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 2/2001, pág. 323

1. Comments on V. Subramaniam "Comparative PublicAdministration". 2. The poverty of comparative publicadministration in a neo-liberal era: a commentary onSubramaniam. 3. Comparative public administration: theprismatic approach versus the political economy approach.