摘要:

This article employs the concept of Innovative Leadership to challenge the literature on policy change, particularly its skepticism about executive‐led policy innovation. It examines evidence of innovative leadership under the Thatcher governments in the face of the social, governmental, and economic and secular factors normally believed to structure policy choice in democracies. On the basis of this it considers the opportunities/resources available to executives wishing to pursue innovative leadership. The conclusions are qualified by reference to system‐specific and environmental factors which may circumscribe Innovative Leaders

ISSN:0952-1895    

DOI:10.1111/j.1468-0491.1995.tb00195.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

摘要:

If there is a clear bottom line to the literature on political control of the bureaucracy, it is that control is never complete. Principals can be multiple, priorities diverse, preferences for policy incomplete and not articulated, and intentional choice lost in the muddle. Yet as long as bureaucratic studies remain focused upon outside political actors, or at best, the political appointee at the helm of an agency, we will not make many advances in our understanding of important organizational dynamics that act as an independent force upon the phenomenon of bureaucratic behavior. This article suggests a politically cognizant return to the bureaucracy by examining the distinct management efforts of the Fed, the Office of the Comptroller of the Currency, and the FDIC to supervise the consumer and civil rights obligations of banks, known collectively as “compliance” obligations. The same mandates, issued and overseen by the same political principals, and implemented within common professional cultures, have been managed in ways that vary in the context of each agency's organizational mission. It is argued that organizational mission provides an empirical link between the priorities and mandates imposed from a system of “overhead democracy,” and the influential priorities of a common professional group (bank examiners) in each of the a

ISSN:0952-1895    

DOI:10.1111/j.1468-0491.1995.tb00196.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

摘要:

Environmental regulatory fragmentation along the medium boundaries of air, land, and water in Canada and the United States serves to skiff pollutants from medium to medium rather than contain or eliminate them. This pattern is particularly evident in the Great Lakes Basin where many of the most pressing environmental problems stem from pollutant transfer across medium or jurisdictional lines. The impediments to more integrated environmental regulation remain considerable in the Basin, and include the enduring single‐medium orientation of federal programs and limitations of state, provincial, or regional innovation. Nonetheless, there is growing indication that regulatory integration need not be dismissed as a theoretical nicety but political impossibility. A series of recent developments indicate a shift toward greater integration in the Basin, prompted in large part by environmental policy professionals who increasingly recognize the limitations of current approaches and are willing to devise alternatives. These developments are occurring at the regional as well as state and provincial levels, and they give far greater definition than ever before to the idea of integrated environmental regulatio

ISSN:0952-1895    

DOI:10.1111/j.1468-0491.1995.tb00197.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

摘要:

Political scientists often consider the place of standard operating procedures (SOPS) in shaping bureaucratic responsiveness to “top‐down” direction, but our writing only infrequently considers the processes and ease by which bureaucratic routines, decision standards, and SOPS adjust to produce nm outputs. This article explores the change of routines, decision standards, and SOPs from a behavioral perspective to portray bureaucratic behavior and policy as something other than a static function of extant SOPs or a fully and fluidly malleable function of internal preferences and external incentives. In particular, the role of two organizationally “bottom‐up” factors — careerists' policy approval and their policy‐relevant working schema — are explored to suggest how readily “top‐down” preferences for policy translate into pragmatic working arrangements. The empirical basis for the article is a structured set of cases in the Urban Mass Transportation Administration through the latte

ISSN:0952-1895    

DOI:10.1111/j.1468-0491.1995.tb00198.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

ISSN:0952-1895    

DOI:10.1111/j.1468-0491.1995.tb00199.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

ISSN:0952-1895    

DOI:10.1111/j.1468-0491.1995.tb00200.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

ISSN:0952-1895    

DOI:10.1111/j.1468-0491.1995.tb00201.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

摘要:

In the 1980s a new concept of government steering was developed at the Dutch ministry of Education and Sciences, called “steering at a distance.” It is a departure from “classical” government steering by means of legislation, prohibitions and regulations and a move towards more autonomy and self‐responsibility for institutions of higher education. This new paradigm of public governance in Dutch higher education represents a drastic change both in a practical sense — the new steering concept has actually been carried out and implemented resulting in major institutional, legal, financial and planning changes — and in the scientific sense. The new concept departs from hierarchical, direct top‐down control. Government is only one of the influencing actors in a complex network of many interrelated, more or less autonomous actors. The new concept contributes to the scientific body of knowledge on steering in complex interorganiza

ISSN:0952-1895    

DOI:10.1111/j.1468-0491.1995.tb00202.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

摘要:

Book review in this article:Explaining Policy Reversals. By Christopher Hood.The President and the Parties: The Transformation of the American Party System Since the New Deal. By Sidney M. Milkis.Values and Public Policy. Edited by Henry J. Aaron, Thomas E. Mann, and Timothy Taylor.The Politics Presidents Make: Leadership from John Adam to George Bush. By Stephen Skowronek.International Handbook of Local and Regional Government. By Alan Norton.Rethinking School Choice: Limits of the Market Metaphor. By Jeffrey R. Henig.

ISSN:0952-1895    

DOI:10.1111/j.1468-0491.1995.tb00203.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

ISSN:0952-1895    

DOI:10.1111/j.1468-0491.1995.tb00204.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY