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This enlightening book scrutinizes the shifting governance paradigms that inform public administration reforms. From the rise to supremacy of New Public Management to new the growing preference for alternatives, four world-renowned authors launch a powerful and systematic comparison of the competing and co-existing paradigms, explaining the core features of public bureaucracy and professional rule in the modern day.
This enlightening book scrutinizes the shifting governance paradigms that inform public administration reforms. From the rise to supremacy of New Public Management to new the growing preference for alternatives, four world-renowned authors launch a powerful and systematic comparison of the competing and co-existing paradigms, explaining the core features of public bureaucracy and professional rule in the modern day.
Despite predictions that 'new public management' would establish itself as the new paradigm of Public Administration and Management, recent academic research has highlighted concerns about the intra-organizational focus and limitations of this approach. This book represents a comprehensive analysis of the state of the art of public management, examining and framing the debate in this important area. The New Public Governance? sets out to explore this emergent field of research and to present a framework with which to understand it. Divided into five parts, the book examines: Theoretical underpinnings of the concept of governance, especially competing perspectives from Europe and the US Governance of inter-organizational partnerships and contractual relationships Governance of policy networks Lessons learned and future directions Under the steely editorship of Stephen Osborne and with contributions from leading academics including Owen Hughes, John M. Bryson, Don Kettl, Guy Peters and Carsten Greve, this book will be of particular interest to researchers and students of public administration, public management, public policy and public services management.
In a world of uncertainty and change, current achievements are no guarantee for future survival. Even if the initial chosen set of principles, policies and practices are good, static efficiency and governance would eventually lead to stagnation and decay. No amount of careful planning can assure a government of continual relevance and effectiveness if there is no capacity for learning, innovation and change in the face of ever new challenges in a volatile and unpredictable global environment.This book provides an in-depth look at dynamic governance, the key to success in a world of rapid, increasing globalization and unrelenting technological advancements. If bureaucratic public institutions can evolve and embed the culture and capabilities that enable continuous learning and change, their contributions to a country's socio-economic progress and prosperity would be enormous. The lessons from their efforts in institutionalizing culture, capabilities and change could provide meaningful and valuable insights for transforming organizations in other contexts.
Rising and changing citizen expectations, dire fiscal constraints, unfulfilled political aspirations, high professional ambitions, and a growing number of stubborn societal problems have generated an increasing demand for innovation of public policies and services. Drawing on the latest research, this book examines how current systems of public governance can be transformed in order to enhance public innovation. It scrutinizes the need for new roles and public sector reforms, and analyzes how the gradual transition towards New Public Governance can stimulate the exploration and exploitation of new and bold ideas in the public sector. It argues that the key to public innovation lies in combining and balancing elements from Classic Public Administration, New Public Management and New Public Governance, and theorizes how it can be enhanced by multi-actor collaboration for the benefit of public officials, private stakeholders, citizens, and society at large.
We need new governance solutions to help us improve public policies and services, solve complex societal problems, strengthen social communities and reinvigorate democracy. By changing how government engages with citizens and stakeholders, co-creation provides an attractive and feasible approach to governance that goes beyond the triptych of public bureaucracy, private markets and self-organized communities. Inspired by the successful use of co-creation for product and service design, this book outlines a broad vision of co-creation as a strategy of public governance. Through the construction of platforms and arenas to facilitate co-creation, this strategy can empower local communities, enhance broad-based participation, mobilize societal resources and spur public innovation while building ownership for bold solutions to pressing problems and challenges. The book details how to use co-creation to achieve goals. This exciting and innovative study combines theoretical argument with illustrative empirical examples, visionary thinking and practical recommendations.
This book examines developments in governance reform in Britain, with a particular focus on the period since 2010. We argue that the experiences of the past decade mean that public value-based ideas are required to inform governance reform for the coming years. This needs to be prioritised due to the twin challenges of managing the aftermath of Brexit and navigating through the recovery phase of the COVID-19 pandemic. The volume outlines key themes, issues and debates relevant to contemporary public sector reform including: modes of state governance, evidence-based policy-making debates, the challenges and possibilities of public sector innovation, accountability issues, and the implications of Brexit. The overall conclusion of the book is that the coming decade presents an opportunity for more paradigmatic changes to UK governance but, for this to happen, political leaders need to prioritise a 'reinventing government' agenda underpinned by public value-based thinking and approaches. This book will be of particular interest to students of politics and public administration and relevant for those with general research interests in British governance and public policy. John Connolly is Professor of Public Policy at the University of the West of Scotland, UK. Arno van der Zwet is Senior Lecturer in Politics and Public Policy at the University of the West of Scotland, UK. .
What is administrative reform? How is it differentiated from other kinds of social reform? Who are administrative reformers and how do they approach their task? And who benefits and who suffers from it? Does a theory of administrative reform exist?A survey of published research on administrative reform reveals that satisfactory answers to these questions are handicapped by methodological and theoretical shortcomings. There are no common definitions, no agreement over content, no selected boundaries, no clear links with the wide phenomenon of social reform, no firm hypothesis tested by empirical findings, and no continuous dialogue between practitioners and theorists. This book is the first comprehensive and systematic treatment of the subject for professionals and students in the fields of public and private administration. It carefully examines the diverse interdisciplinary literature on the subject and identifies and develops the most promising approaches towards a unified theory.Caiden shows how the study of administrative reform can contribute substantially to the development of administrative theory, and constructs a working definition of the phenomenon of administrative reform, distinguishing it from social change and from administrative change. The practical use of this definition is tested by the analysis of various case histories of administrative cultures of different periods in history, from which a common cycle of reform processes is discerned. The author follows with a detailed examination of the processes themselves. The book concludes with a discussion of the obstacles to reform and a review of the author's findings and conclusions.
If 'prevention is better than cure', why isn't policy more preventive? Policymakers only have the ability to pay attention to, and influence, a tiny proportion of their responsibilities, and they engage in a policymaking environment of which they have limited understanding and even less control. This simple insight helps explain the gap between stated policymaker expectations and actual policy outcomes. Why Isn't Government Policy more Preventive? uses these insights to produce new empirical studies of 'wicked' problems with practical lessons. The authors find that the UK and Scottish governments both use a simple idiom - prevention is better than cure - to sell a package of profound changes to policy and policymaking. Taken at face value, this focus on 'prevention' policy seems like an idea 'whose time has come'. Yet, 'prevention' is too ambiguous until governments give it meaning. No government has found a way to turn this vague aim into a set of detailed, consistent, and defendable policies. This book examines what happens when governments make commitments without knowing how to deliver them. It compares their policymaking contexts, roles and responsibilities, policy styles, language, commitments, and outcomes in several cross-cutting policy areas (including health, families, justice, and employability) to make sense of their experiences. The book uses multiple insights from policy theory to help research and analyse the results. The results help policymakers reflect on how to avoid a cycle of optimism and despair when trying to solve problems that their predecessors did not.
Governance has become one of the most commonly used concepts in contemporary political science. It is, however, often used to mean a variety of different things. This book helps to clarify this conceptual muddle by concentrating on one variety of governance-interactive governance. The authors argue that although the state may remain important for many aspects of governing, interactions between state and society represent an important, and perhaps increasingly important, dimension of governance. These interactions may be with social actors such as networks, with market actors or with other governments, but all these forms represent means of governing involving mixtures of state action with the actions of other entities.This book explores thoroughly this meaning of governance, and links it to broader questions of governance. In the process of explicating this dimension of governance the authors also explore some of the more fundamental questions about governance theory. For example, although governance is talked about a great deal political science has done relatively little about how to measure this concept. Likewise, the term multi-level governance has become widely used but its important to understand that idea more fully and see how it functions in the context of interactive forms of governance. The authors also link governance to some very fundamental questions in political science and the social sciences more broadly. How is power exercised in interactive governance? How democratic is interactive governance, and is democratic governance always advanced through transparency?