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.
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.
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.
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.
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.
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.
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.
DREWRY, GAVIN;CHAN, CHE-PO
INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, n.º 3/2001, pág. 461
1. The Chinese bureaucratic tradition: "continuityand change". 2. Chinese civil service reform in the modernera: the background. 3. The economic context. 4. Nature andextent of the 1998 State Council reform programme. 5.Strengthening macro control of society and economy. 6.Corruption in a "mixed" economy. 7. A new job for...
1. The Chinese bureaucratic tradition: "continuityand change". 2. Chinese civil service reform in the modernera: the background. 3. The economic context. 4. Nature andextent of the 1998 State Council reform programme. 5.Strengthening macro control of society and economy. 6.Corruption in a "mixed" economy. 7. A new job for "laid-off"senior cadres. 8. The Chinese reforms and the New PublicManagement.
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
1. Satisfying Mrs Dupont and Mr Durand. 2. Thethreat of a schism.... 3. ... averted by the response of thePPPP. 4. Paying closer heed to the demand for communication.5. Pioneering initiatives.... 6. ... that have reached theirlimits. 7. Functions and delegations of PPPP. 8. ... and itscorporate status. 9. A promising response for Europe'sfuture....
1. Satisfying Mrs Dupont and Mr Durand. 2. Thethreat of a schism.... 3. ... averted by the response of thePPPP. 4. Paying closer heed to the demand for communication.5. Pioneering initiatives.... 6. ... that have reached theirlimits. 7. Functions and delegations of PPPP. 8. ... and itscorporate status. 9. A promising response for Europe'sfuture. 10. A quiet revolution.
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.