Síguenos en los medios sociales
FROM LONG-TERM TO SHORT-TERM CONTRACTING
LANE, JAN-ERIK
PUBLIC ADMINISTRATION, n.º 1/2001, pág. 29
1. Introduction. 2. Public sector reform, mechanismdesign and transaction costs. 3. Contracting underalternative regimes. 4. Long-term public contracts. 5.Short-term contracting regimes. 6. Outcomes: the trade-offbetween production costs and transaction costs. 7. Promotingshort-term contracting. 8. Conclusion.
FROM POLICY COMMUNITY TO ISSUE NETWORK: SALMONELLA IN EGGS AND THE NEW POLITICS OF FOOD
SMITH, MARTIN J.
PUBLIC ADMINISTRATION, n.º 2/1991, pág. 235
1. The second world war and the depoliticization ofìfood. 2. Salmonella in eggs. 3. The long-term causes andìimplications of the salmonella affair. 4. A new policyìcommunity?. A new politics of food?. 5. Conclusion.
FROM PROVIDING TO ENABLING: LOCAL AUTHORITIES AND THE MIXED ECONMY OF SOCIAL CARE
WISTOW, G.;KNAPP, M.;HARDY, B.;ALLEN, C.
PUBLIC ADMINISTRATION, n.º 1/1992, pág. 25
1. Introduction. 2. Enabling and the mixed economyìof care. 3. Research method. 4. Developing a mixed economyìof provision. 5. Markets and competition. 6. The enablingìrole: a many-sided concept. 7. Towards a more managed ...
CEBULLA, ANDREAS
PUBLIC ADMINISTRATION, n.º 2/2001, pág. 457
1. The Government's reform proposals. 2.Administering housing benefit to tenants in supportedaccommodation. a) Identifying supported accomodationschemes. b) Eligible cost estimates. 3. Changes in benefitentitlements of tenants in supported accommodation. a)Adjusting for over- or underpayment. 4. Discussion.
GENERAL MANAGEMENT IN THE NHS: THE INITIAL IMPACT 1983-88
POLLITT, CHRISTOPHER;HARRISON, STEPHEN;HUNTER, DAVID J.;MARNOCH, GORDON
PUBLIC ADMINISTRATION, n.º 1/1991, pág. 61
1. Introduction. 2. The aims and design of theìresearch. 3. Methods. 4. Implementing griffiths: what workedìand what didn't. 5. The content of general managementìagendas. 6. The impact of hierarchy. 7. Differences betweenìauthorities. 8. A changing culture?. 9. Discussion.
GOVERNANCE TRADITIONS AND NARRATIVES OF PUBLIC SECTOR REFORM IN CONTEMPORARY FRANCE
ELGIE, ROBERT
PUBLIC ADMINISTRATION, n.º 1/2003, pág. 141
1. TRADITIONS OF GOVERNANCE IN FRANCE. 2. NARRATIVES OF PUBLIC SECTOR REFORM IN CONTEMPORARY FRANCE. 3. CONCLUSION.
GOVERNMENT WITHIN GOVERNANCE: NETWORK STEERING IN YORKSHIRE AND THE HUMBER
BACHE, IAN
PUBLIC ADMINISTRATION, n.º 3/2000, pág. 575
1. Introduction. 2. Governing without government ina differentiated polity. 3. Towards a regional elite?. Keyplayers in economic development in Yorkshire and the humber.4. Regeneration policy networks in sheffield. 5. Structuralfund networks in Yorkshire and the humber. 6. Conclusion. 7.Acknowledgement.
HEARING BUT NOT LISTENING: THE LOCAL GOVERNMENT REVIEW PROCESS IN WEST SUSSEX
STOKER, GERRY
PUBLIC ADMINISTRATION, n.º 1/1997, pág. 35
1. Setting the scene. 2. Stage one: start of the review. 3. Stage two: preparation of draft recommendations. 4. Stages three and four: testing public opinion and the decision. 5. Assessment. 6. Concluding debate: Could it have been different?
HOW NETWORKS EXPLAIN UNINTENDED POLICY IMPLEMENTATION OUTCOMES: THE CASE OF UK RAIL PRIVATIZATION
GRANTHAM, ANDREW
PUBLIC ADMINISTRATION, n.º 4/2001, pág. 851
1. Introduction. 2. A framework for analysis. 3. Networks and implementation. 4. Typology. 5. The primary actors. 6. Background to the case study. 7. Scotrail. 8. PTEs and the strathclyde phenomenon. 9. The financing of local services - section 20 and the MRG. 10. Attrition. 11. Discussion. 12. Conclusion.
HUMAN RESOURCE MANAGEMENT IN THE PUBLIC AND PRIVATE SECTORS: AN EMPIRICAL COMPARISON
BOYNE, GEORGE;JENKINS, GLENVILLE;POOLE, MICHAEL
PUBLIC ADMINISTRATION, n.º 2/1999, pág. 407
1. Human resource management in the public sector.2. Empirical evidence on HRM policies and practices. 3.Conclusion.
DUDLEY, GEOFFREY
PUBLIC ADMINISTRATION, n.º 3/2003, pág. 433
I. POLICY COMMUNITIES AND THE DUAL PROCESS OF POLICY CHANGE. II. THE ESTABLISHMENT OF THE POLICY COMMUNITY METAPHOR. III. IDEAS, POLICY COMMUNITIES AND POLICY CHANGE. IV. FLEXIBLE POLICY COMMUNITIES AND THE DYNAMICS OF POLICY CHANGE. V. THE TRANSFORMATION OF MEANING AND THE OXFORD TRANSPORT STRATEGY. VI. OXFORD AS A MODERN INTEGRATED TRANSPORT...
I. POLICY COMMUNITIES AND THE DUAL PROCESS OF POLICY CHANGE. II. THE ESTABLISHMENT OF THE POLICY COMMUNITY METAPHOR. III. IDEAS, POLICY COMMUNITIES AND POLICY CHANGE. IV. FLEXIBLE POLICY COMMUNITIES AND THE DYNAMICS OF POLICY CHANGE. V. THE TRANSFORMATION OF MEANING AND THE OXFORD TRANSPORT STRATEGY. VI. OXFORD AS A MODERN INTEGRATED TRANSPORT "SOLUTION". VII. THE DEVELOPMENT AND MEANING OF INTEGRATED TRANSPORT IN OXFORD. VIII. OTS DYNAMICS: THE CONSTRUCTION OF A POLICY COMMUNITY, 1992-1999. IX. THE INTERNAL DESTABILIZATION OF THE OTS POLICY COMMUNITY. X. IMPLEMENTATION PROBLEMS AND CITY COUNCIL DECLINE. XI. THE ACHIEVEMENT OF THE OTS OBJECTIVES. XII. OTS IMPLEMENTATION AND THE FOUNDATION OF RESCUE OXFORD. XIII. THE OTS AND IDEA MUTATION: FROM DEMAND MANAGEMENT TO COMMERCIAL DEVELOPMENT. XIV. IDEAS AND NARRATIVE DYNAMICS. XV. FLEXIBLE POLICY COMMUNITIES AND GOAL RECONSTRUCTION.
IMPLEMENTING BEST VALUE: LOCAL PUBLIC SERVICES IN TRANSITION
MARTIN, STEVE
PUBLIC ADMINISTRATION, n.º 1/2000, pág. 209
1. From CCT to best value. 2. National regulation.3. Local implementation. 4. Conclusions.
IMPLEMENTING PRIVATIZATION POLICIES IN NEXT STEPS AGENCIES
GAINS, FRANCESCA;MEIER, KENNETH J.
PUBLIC ADMINISTRATION, n.º 4/1999, pág. 713
1. How do institutions change?. 2. Intra-statenetworks between departments and agencies. 3. The next stepsarrangements. 4. Privatizing next steps agencies - a windowof opportunity?. 5. Ministerial responses to the window ofopportunity. 6. The "department wiew". 7. Departmental andagency responses to the privatization agenda. 8. Accountingfor...
1. How do institutions change?. 2. Intra-statenetworks between departments and agencies. 3. The next stepsarrangements. 4. Privatizing next steps agencies - a windowof opportunity?. 5. Ministerial responses to the window ofopportunity. 6. The "department wiew". 7. Departmental andagency responses to the privatization agenda. 8. Accountingfor institutional change and constraint.
IMPROVED PERFORMANCE IN LOCAL ECONOMIC DEVELOPMENT: A WARM EMBRACE OR AN ARTUL SIDESTEP?
BOVAIRD, TONY;GREGORY, DAVID;MARTIN, STEPHEN
PUBLIC ADMINISTRATION, n.º 1/1991, pág. 103
1. Introduction. 2. Practices for assessing valueìfor money in local economic development. 3. Organizationalìarrangements for securing value for money in local economicìdevelopment. 4. Conclusions.
IMPROVING PUBLIC SERVICE DELIVERY: THE CROSSROADS BETWEEN NPM AND TRADITIONAL BUREAUCRACY
FERRAZ ESTEVES DE ARAUJO, JOAQUIM FILIPE
PUBLIC ADMINISTRATION, n.º 4/2001, pág. 915
1. Introduction. 2. The concept of the Citizen Shop. 3. Providing a concept. 4. Reforming service delivery in Portuguese administration. 5. Breaking-up traditional structures: the management institute of Citizen Shops. a) The control of MICS. b) Management practices. 6. Control and management of operational units: the Citizen Shops. a) The...
1. Introduction. 2. The concept of the Citizen Shop. 3. Providing a concept. 4. Reforming service delivery in Portuguese administration. 5. Breaking-up traditional structures: the management institute of Citizen Shops. a) The control of MICS. b) Management practices. 6. Control and management of operational units: the Citizen Shops. a) The supervision of Citizen Shops. b) The control of outputs measures. c) Personal management. d) Management and operations in the Assistance Points. e) Use of IT. 7. Assessing the characteristic elements of CS. 8. Conclusion.
IN DEFENCE OF LUTHER GULICK'S NOTES ON THE THEORY OF ORGANIZATION .
HAMMOND, THOMAS H.
PUBLIC ADMINISTRATION, n.º 2/1990, pág. 143
1. Introduction. 2. Luther gulick's approach toìorganization. 3. Herbert Simon on the Proverbs ofìAdministration. 4. Simon on Administrative research. 5.ìConclusion.
IN PURSUIT OF THE RE-ENGINEERING AGENDA IN PUBLIC ADMINISTRATION
WILLCOCKS, LESLIE P.;CURRIE, WENDY;JACKSON, SYLVIE
PUBLIC ADMINISTRATION, n.º 4/1997, pág. 617
1. Introduction. 2. BPR and the public sector context: Previous research. 3. Research approach. 4. Case one - Re-engineering in health care: the john radcliffe hospital. 5. Case two: Postal services: Re-engineering the purchasing and supply chain. 6. Case 3: Re-engineering...ì
IN SEARCH OF THE REGULATORY STATE: EVIDENCE FROM SCOTLAND
MIDWINTER, ARTHUR;MCGARVEY, NEIL
PUBLIC ADMINISTRATION, n.º 4/2001, pág. 825
1. Introduction. 2. The new regulatory state?. 3. Regulation in Scotland. 4. Roles and relationships in practice. a) Executive departments. b) Funding bodies. c) Inspectorates. d) Public audit. e) Ombudsmen. 5. Conclusions.
STOKER, GERRY
PUBLIC ADMINISTRATION, n.º 1/1995, pág. 101
1. Dual polity and central authority: building on traditional public administration. 2. Power dependence and organization theory. 3. Institutional public choice theory: from new right paradigms to bureau-shaping. 4. State theory: dual state, social relations and regulation. 5. Conclusions.
INTRODUCING PURCHASER/PROVIDER SEPARATION IN THE CATALAN HEALTH ADMINISTRATION: A BUDGET ANALYSIS
GALLEGO, RAQUEL
PUBLIC ADMINISTRATION, n.º 2/2000, pág. 423
1. Introduction. 2. The 1990 law for theorganization of health in catalonia and its NPMinterpretation. 3. Two implementation scenarios for twoformulation sources. 4. Separating purchaser and provider:budget structures and agency types. 5. Conclusions.
INTRODUCTION: NETWORKS IN PUBLIC ADMINISTRATION
BOGASON, PETER;TOONEN, THEO A.J.
PUBLIC ADMINISTRATION, n.º 2/1998, pág. 205
1. Introduction. 2. Developments in Public Administration: Historical Reconstruction. a) The different meaning of networks. b) Back to the future. c) 'Government in action.' d) The formal organization. e) Policy and decision-making. f) Implementation and complexity. 3. Developments in the 1980s and Beyond. 4. Themes of Recent Network...
1. Introduction. 2. Developments in Public Administration: Historical Reconstruction. a) The different meaning of networks. b) Back to the future. c) 'Government in action.' d) The formal organization. e) Policy and decision-making. f) Implementation and complexity. 3. Developments in the 1980s and Beyond. 4. Themes of Recent Network Analysis. 5. References.
IS THE TREATY OF MAASTRICHT AN ADEQUATE CONSTITUTION FOR THE EUROPEAN UNION?
WINCOTT, DANIEL
PUBLIC ADMINISTRATION, n.º 4/1994, pág. 573
1. Introduction. 2. The role of Law after Maastricht. a) Common provisions, final provisions. b) Enforcement and the internal market. c) Subsidiarity and the legal order of the Community. d) Protocols and Declarations. e) The new pillars. 3. Changes to the institutional framework. a) The Economic and Monetary Union. b) Changes to the existing...
1. Introduction. 2. The role of Law after Maastricht. a) Common provisions, final provisions. b) Enforcement and the internal market. c) Subsidiarity and the legal order of the Community. d) Protocols and Declarations. e) The new pillars. 3. Changes to the institutional framework. a) The Economic and Monetary Union. b) Changes to the existing political institutions. 4. Conclusion.
ISSUE NETWORKS AND THE RESTRUCTURING OF THE BRITISH AND WEST GERMAN COAL INDUSTRIES IN THE 1980S
TAYLOR, ANDREW J.
PUBLIC ADMINISTRATION, n.º 1/1992, pág. 47
1. Issue networks and coal policy. 2. The politicsìof coal. 3. The coal industry network. 4. Explaining networkìchange.
BATE, S.P.;ROBERT, G.
PUBLIC ADMINISTRATION, n.º 4/2002, pág. 643
1. Background and AIMS. 2. NHS collaboratives. 3. Improving quality in the NHS: outcomes from NHS collaboratives to date. 4. Knowledge management and communities of practice. 5. Discussion and conclusions.
LABOUR'S MODERNIZATION OF LOCAL GOVERNMENT
BROOKS, JOSIE
PUBLIC ADMINISTRATION, n.º 3/2000, pág. 593
1. Introduction. 2. Labour's good fortune. 3.Policy themes: managerialism, centralism and localism. 4.Regulating local government. 5. Modernizing localgovernment. 6. Acknowledgement.
