Síguenos en los medios sociales
CAMPBELL, COLIN
GOVERNANCE: AN INTERNATIONAL JOURNAL OF POLICY, ADMINISTRATION AND , n.º 2/2001, pág. 253
I. Budgeting and management reform during the 1980s and 1990s. II. The Australian experience. III. Conclusion.
LEADERSHIP AND INSTITUTIONAL REFORM: ENGINEERING MACROECONOMIC POLICY CHANGE IN AUSTRALIA
GOLDFINCH, SHAUN AND ´T HART, PAUL
GOVERNANCE: AN INTERNATIONAL JOURNAL OF POLICY, ADMINISTRATION AND , n.º 2/2003, pág. 235 a 266
1. CRISES LEADERSHIP, AND POLICY CHANGE 2. CRISES MANAGEMENT AND INSTITUTIONAL REFORM IN AUSTRALIA 3. CATALYSTS OF INSTITUTIONAL REFORM: FOUR CRITICAL EPISODES 4. REFORMIST LEADERSHIP IN AUSTRALIA: A COMPARATIVE ANALYSIS 5. CONCLUSIONS
LEADERSHIP AND LEARNING IN POLITICAL GROUPS: THE MANAGEMENT OF ADVICE IN THE IRAN-CONTRA AFFAIR
KOWERT, PAUL A.
GOVERNANCE: AN INTERNATIONAL JOURNAL OF POLICY, ADMINISTRATION AND , n.º 2/2001, pág. 201
I. Power and the decision group. II. Danger in numbers?. III. The Reagan white house and the Iran-Contra decisions. IV. Conclusion.
CASHORE, BENJAMIN
GOVERNANCE: AN INTERNATIONAL JOURNAL OF POLICY, ADMINISTRATION AND , n.º 4/2002, pág. 503
1. The emergence of forest certification as NSMD governance. 2. Characterizing NSMD governance. 3. Legitimacy dynamics and the granting of NSMD rule-making authority. 4. Conclusion. 5. Acknowledgments.
LOCKBOX GOVERNMENT: SEGREGATED FUNDING STRATEGIES AND THE DECLINE OF GOVERNMENTAL FLEXIBILITY
ROBERTS, ALASDAIR
GOVERNANCE: AN INTERNATIONAL JOURNAL OF POLICY, ADMINISTRATION AND , n.º 2/2002, pág. 241
1. Introduction. 2. Elusive efficiency gains. 3. Agency Lockboxes. 4. Policy Lockboxes. 5. Asset Lockboxes. 6. The Best we can do?.
LONG-RANGE CORPORATE STRATEGIC PLANNING IN GOVERNMENT ORGANIZATIONS: THE CASE OF THE U.S. AIR FORCE
CAMPBELL, COLIN
GOVERNANCE: AN INTERNATIONAL JOURNAL OF POLICY, ADMINISTRATION AND , n.º 4/2002, pág. 425
1. Design issues associated with corporate strategic planning in public-service organization. 2. The Fogleman Round. 3. The Ryan/Peters Round. 4. Conclusions.
GREEN-PEDERSEN, CHRISTOFFER
GOVERNANCE: AN INTERNATIONAL JOURNAL OF POLICY, ADMINISTRATION AND , n.º 2/2002, pág. 271
1. Introduction. 2. The NPM debate and why social democratic responses should matter. 3. Research design. 4. Market-type reforms of welfare services in Denmark and Sweden. 5. Different responses of the social democratic parties. 6. Conclusion.
PARADOXES OF PUBLIC SECTOR CUSTOMER SERVICE.
FOUNTAIN, JANE E.
GOVERNANCE: AN INTERNATIONAL JOURNAL OF POLICY, ADMINISTRATION AND , n.º 1/2001, pág. 55
1. Introduction. 2. Private sector service management. a) Predominance and Structural Features of Service Organizations. b) Delighting the Customer?. 3. How customer service threatens equality. a) Customer Service in the National Performance Review. b) Operational Challenges of Public Sector Customer Service. c) Political Challenges ...
1. Introduction. 2. Private sector service management. a) Predominance and Structural Features of Service Organizations. b) Delighting the Customer?. 3. How customer service threatens equality. a) Customer Service in the National Performance Review. b) Operational Challenges of Public Sector Customer Service. c) Political Challenges of Customer Service. 4. Conclusions. 5. References.
MONTPETIT, ERIC
GOVERNANCE: AN INTERNATIONAL JOURNAL OF POLICY, ADMINISTRATION AND , n.º 1/2002, pág. 1
1. Federal arrangements, policy networks, and the environment. 2. Environmental policy development in agriculture. 3. Conclusion.
POLICY TRANSFER AMONG LOCAL GOVERNMENTS: AN INFORMATION-THEORY APPROACH.
WOLMAN, HAROLD;PAGE, ED;
GOVERNANCE: AN INTERNATIONAL JOURNAL OF POLICY, ADMINISTRATION AND , n.º 4/2002, pág. 477
1. Introduction. 2. Policy transfer and information theory. 3. The study. 4. Conclusion.
PRINCIPLES FOR PUBLIC MANAGEMENT PRACTICE: FROM DICHOTOMIES TO INTERDEPENDENCE.
FELDMAN, MARTHA S.;KHADEMIAN, ANNE M.
GOVERNANCE: AN INTERNATIONAL JOURNAL OF POLICY, ADMINISTRATION AND , n.º 3/2001, pág. 339
1. Introduction. 2. A practical and theoretical dilemma. 3. Managing for flexibility, managing for accountability, and management as practice. a) Principles of Action. b) Principles of Structure. c) Principles of Practice. 4. Questions and critiques. 5. Discussion. 6. Conclusion. 7. Notes. 8. References.
PRIVATE ACTORS AND THE STATE: INTERNATIONALIZATION AND CHANGING PATTERNS OF GOVERNANCE
KNILL, CHRISTOPH;LEHMKUHL, DIRK
GOVERNANCE: AN INTERNATIONAL JOURNAL OF POLICY, ADMINISTRATION AND , n.º 1/2002, pág. 41
1. Introduction. 2. The governance capacity of public and private actors. 3. Four ideal types of governance. 4. Broader trends of transformation in internationalized patterns of governance: the internet as an illustrative case. 5. Conclusion.
PRIVATIZATION AND THE COURTS: HOW JUDICIAL STRUCTURES SHAPED GERMAN PRIVATIZATION.
CASSELL, MARK
GOVERNANCE: AN INTERNATIONAL JOURNAL OF POLICY, ADMINISTRATION AND , n.º 4/2001, pág. 429
1. Bureaucratic outcomes. 2. Institutional arrangements and the courts. 3. Note on methodology. 4. The treuhandanstalt: Germany's transition agency. 5. Treuhandanstalt: a public and private entity. 5. Impact of the tha's legal definition on the privatization process. a) The THA's Private Identity. b) The THA's Public Identity. 6. Conclusion....
1. Bureaucratic outcomes. 2. Institutional arrangements and the courts. 3. Note on methodology. 4. The treuhandanstalt: Germany's transition agency. 5. Treuhandanstalt: a public and private entity. 5. Impact of the tha's legal definition on the privatization process. a) The THA's Private Identity. b) The THA's Public Identity. 6. Conclusion. 7. Notes. 8. References.
KAWABATA, EIJI
GOVERNANCE: AN INTERNATIONAL JOURNAL OF POLICY, ADMINISTRATION AND , n.º 4/2001, pág. 399
1. Contending explanations of variation in japanese economic policy-making. 2. Modes of policy-making and their determinants. a) Sanction Power. b) Exclusivity of Jurisdiction. 3. Case: MPT'S telecommunications policy-making. a) The Privatization of NTT. b) MPT's Regulation of Market Competition after the Privatization of NTT. c) MPT's...
1. Contending explanations of variation in japanese economic policy-making. 2. Modes of policy-making and their determinants. a) Sanction Power. b) Exclusivity of Jurisdiction. 3. Case: MPT'S telecommunications policy-making. a) The Privatization of NTT. b) MPT's Regulation of Market Competition after the Privatization of NTT. c) MPT's Promotion of Telecommunications Technology. d) NTT Reorganization. e) Changes in Sanction Power and Jurisdiction. 4. Sanction power and jurisdiction in miti's contemporary industrial policy-making. 5. Conclusions. 6. Notes. 7. References.
SPECIAL ISSUE: DELIBERATELY DEMOCRATIZING MULTILATERAL ORGANIZATION.
MARCO VERWEIJ; TIMOTHY E. JOSLING.
GOVERNANCE: AN INTERNATIONAL JOURNAL OF POLICY, ADMINISTRATION AND , n.º 1/2003, pág. 1 a 21
RESUMEN: I. LACKING DEMOCRACY, DEPRIVED OF DIVERSITY. II. DEMOCRATIZING AND DIVERSIYING MULTILATERAL ORGANIZATIONS. II. DELIBERAT(IV)ELY DEMOCRATIZING MULTILATERAL ORGANIZATION. III. ACKNOWLEDGMENTS.
G. GRASSO, PATRICK;SHARKANSKY, IRA
GOVERNANCE: AN INTERNATIONAL JOURNAL OF POLICY, ADMINISTRATION AND , n.º 1/2001, pág. 1
1. The importance of auditor independence. 2. On the nature of auditing, policy, and politics. 3. Public policy, political audits, and response. a) Institutional Independence. b) Process Independence, Politically Driven Audits, and the Perception of Audit Independence. c) Political Claims about the Auditor "Mandate". Auditing...
1. The importance of auditor independence. 2. On the nature of auditing, policy, and politics. 3. Public policy, political audits, and response. a) Institutional Independence. b) Process Independence, Politically Driven Audits, and the Perception of Audit Independence. c) Political Claims about the Auditor "Mandate". Auditing and Party Politics. 4. The auditor politicized. 5. Politicization and institutional independence. 6. Implications. 7. Notes. 8. References.
CONSIDINE, MARK
GOVERNANCE: AN INTERNATIONAL JOURNAL OF POLICY, ADMINISTRATION AND , n.º 1/2002, pág. 21
1. Research strategy. 2. Vertical accountability. 3. Horizontal accountability. 4. Process-centered accountability. 5. Reflexive accountability: the case of employment service reform. 6. Estimating accountability. 7. Discussion.
THE EUROPEAN COMMISSION: THE LIMITS OF CENTRALIZATION AND THE PERILS OF PARLIAMENTARIZATION
MAJONE, GIANDOMENICO
GOVERNANCE: AN INTERNATIONAL JOURNAL OF POLICY, ADMINISTRATION AND , n.º 3/2002, pág. 375 a 392
I. THE MYTH OF CENTRALIZATION. II. FROM TOTAL HARMONIZATION TO NO HARMONIZATION. III. THE QUESTION OF "CREEPING COMPETENCES". IV. THE PARLIAMENTARIZATION OF THE COMMISSION AND ITS POLICY CONSEQUENCES. V. AN INDEPENDENT FOURTH BRANCH OF GOVERNMENT FOR THE EU. VI. THE COMMISSION IN THE NEW INSTITUTIONAL BALANCE.
THE EUROPEAN PARLIAMENT AND THE COMMISSION CRISIS: A NEW ASSERTIVENESS?
JUDGE, DAVID; EARNSHAW, DAVID
GOVERNANCE: AN INTERNATIONAL JOURNAL OF POLICY, ADMINISTRATION AND , n.º 3/2002, pág. 345 a 374
I. THE "PARLIAMENTARIAN MODEL". II. NEGATIVE POWERS. III. REFUSAL TO DISCHARGE BUDGET. IV. COMMITTEE OF INDEPENDENT EXPERTS. V. APPOINTMENT OF A NEW COMMISSION: PUTTING HUMPTY BACK TOGETHER. VI. THE POLITICS OF EXECUTIVE SELECTION. VII. PARLIAMENTARY ELECTIONS AND CHOICE OF COMMISSION. VIII. THE RISE OF PARTY POLITICS. IX. FRAMEWORK...
I. THE "PARLIAMENTARIAN MODEL". II. NEGATIVE POWERS. III. REFUSAL TO DISCHARGE BUDGET. IV. COMMITTEE OF INDEPENDENT EXPERTS. V. APPOINTMENT OF A NEW COMMISSION: PUTTING HUMPTY BACK TOGETHER. VI. THE POLITICS OF EXECUTIVE SELECTION. VII. PARLIAMENTARY ELECTIONS AND CHOICE OF COMMISSION. VIII. THE RISE OF PARTY POLITICS. IX. FRAMEWORK AGREEMENT: "WE HAVE COME A LONG WAY" (PRODI TO PARLIAMENT). X. BEYOND THE FRAMEWORK AGREEMENT. XI. CONCLUSION.
TUTORS AND PUPILS: INTERNATIONAL ORGANIZATIONS, CENTRAL EUROPEAN ELITES, AND WESTERN MODELS
JACOBY, WADE
GOVERNANCE: AN INTERNATIONAL JOURNAL OF POLICY, ADMINISTRATION AND , n.º 2/2001, pág. 169
I. Western answer syndrome. II. The political functions of imitating foreign models. III. Templates, thresholds, and adjustments: three ways of using western models. IV. Conclusion: with every blessing there comes a curse.
UNDERSTANDING NHS REFORM: THE POLICY-TRANSFER, SOCIAL LEARNING, AND PATH-DEPENDENCY PERSPECTIVES
GREENER, IAN
GOVERNANCE: AN INTERNATIONAL JOURNAL OF POLICY, ADMINISTRATION AND , n.º 2/2002, pág. 161
1. Introduction. 2. Approaches. 3. Approaches and Reforms. 4. Discussion. 5. Conclusion.
WHY DO INSTITUTIONS MATTER? AN AUDIENCE-COST THEORY OF INSTITUTIONAL COMMITMENT.
SUSANNE LOHMANN.
GOVERNANCE: AN INTERNATIONAL JOURNAL OF POLICY, ADMINISTRATION AND , n.º 1/2003, pág. 95 a 110
I. INTRODUCTION. II. CREDIBILITY VERSUS FLEXIBILITY. III. AUDIENCE COST. IV. EXCUSED DEFECTION, ACCOMMODATION, AND SOLLBRUCHSTELLE. V. INSTITUTIONAL COMPLEXITY. VI. CONCLUSION.
