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Hesse, J., Hood, C., Peters, B. (Eds.) (2003). Paradoxes in Public Sector Reform: An International Comparison. Duncker & Humblot. https://doi.org/10.3790/978-3-428-50798-6
Hesse, Joachim Jens; Hood, Christopher and Peters, B. Guy. Paradoxes in Public Sector Reform: An International Comparison. Duncker & Humblot, 2003. Book. https://doi.org/10.3790/978-3-428-50798-6
Hesse, J, Hood, C, Peters, B (eds.) (2003): Paradoxes in Public Sector Reform: An International Comparison, Duncker & Humblot, [online] https://doi.org/10.3790/978-3-428-50798-6
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Paradoxes in Public Sector Reform: An International Comparison
Editors: Hesse, Joachim Jens | Hood, Christopher | Peters, B. Guy
Abhandlungen zur Staats- und Europawissenschaft, Vol. 1
(2003)
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Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Preface | 5 | ||
| Table of Contents | 7 | ||
| Joachim Jens Hesse, Christopher Hood and B. Guy Peters: Introduction: Public Sector Reform - Soft Theory and Hard Cases | 9 | ||
| I. The "Paradox Perspective" on Public Sector Reform | 9 | ||
| II. Types of Reform Paradoxes | 11 | ||
| 1. Input Paradoxes | 12 | ||
| 2. Paradoxes of Process | 14 | ||
| 3. Output Paradoxes | 14 | ||
| III. Are Paradoxes Resolvable? | 19 | ||
| 1. Shocks and Crises as Resolution Mechanisms for Input Paradoxes | 19 | ||
| 2. Reversion to Type as a Resolution Mechanism for Bad-fit Input Paradoxes | 20 | ||
| 3. New Paradoxes for Old? Resolving One Paradox and Creating Others | 21 | ||
| References | 22 | ||
| B. Guy Peters: The Failure of Managerial Reform in a Managerial Society: Public Sector Reform in the United States | 25 | ||
| I. Introduction | 25 | ||
| 1. Change in the Reagan and Bush Years | 25 | ||
| 2. Administrative Change in the Clinton Administration | 26 | ||
| 3. Benchmarking Public Administration in the United States | 27 | ||
| II. Isolation or Integration of the Public Services | 27 | ||
| 1. The Isolation of the Public Service Career from the Private Sector | 27 | ||
| 2. Use of Alternative Service Delivery Systems | 29 | ||
| 3. Decentralisation | 30 | ||
| III. The "Ruliness" of Public Sector Organisations | 30 | ||
| 1. Personnel Management | 30 | ||
| 2. The Nature of the Rules | 31 | ||
| 3. The Unity of the Public Service | 32 | ||
| 4. The Nature of Output Controls | 33 | ||
| 5. Pay for Performance | 34 | ||
| IV. Overall Regulatory Style | 35 | ||
| V. Summary | 35 | ||
| VI. Paradoxes of Change in the United States | 36 | ||
| VII. Managerialism Lost | 37 | ||
| VIII. The Sources of Failure | 40 | ||
| 1. Political Culture | 41 | ||
| 2. Congressional Micro-Management | 42 | ||
| 3. Presidential Involvement in Administration | 44 | ||
| IX. Managerialism Regained? | 46 | ||
| X. Summary | 48 | ||
| References | 49 | ||
| John P. Burns: Paradoxes of Administrative Reform in the People's Republic of China | 53 | ||
| I. Introduction | 53 | ||
| II. Stages of Development | 55 | ||
| III. Cultural Perspectives and Traditions | 60 | ||
| IV. Institutional Variables | 62 | ||
| V. Resource Base | 63 | ||
| VI. Professionalisation of Reform | 64 | ||
| VII. Policy Entrepreneurship and Political Will | 66 | ||
| VIII. Benchmarking China's Experience | 66 | ||
| IX. Conclusion: Paradoxes of Administrative Reform | 71 | ||
| References | 73 | ||
| Akira Nakamura: Reform in Japan's Public Management: The Changing Role of Bureaucrats, Paradoxes and Dilemmas | 77 | ||
| I. Introduction | 77 | ||
| II. The Backdrop to Japanese Reform Efforts: Bureaucrats, Politics, and Policymaking Process | 79 | ||
| III. The Rise of a Producer-oriented Society and the Plight of Consumers in Japan | 84 | ||
| IV. Paradoxes and Dilemmas in Japan's Implementation of Administrative Reform | 89 | ||
| V. Concluding Remarks and Benchmarking | 93 | ||
| References | 94 | ||
| John Halligan: Paradoxes of Public Sector Reform in Australia and New Zealand | 97 | ||
| I. Reform in Australia and New Zealand | 99 | ||
| 1. Reform Stages and Strategies | 99 | ||
| 2. Australian Reforms 1983-1999 | 100 | ||
| 3. New Zealand Reforms 1984-1999 | 104 | ||
| II. Factors Shaping Reform | 108 | ||
| 1. Cultural Traditions and Institutional Variables | 108 | ||
| 2. Resource Base | 110 | ||
| 3. Endogenous or Exogenous Influences | 110 | ||
| 4. Policy Entrepreneurship and Political Will | 112 | ||
| 5. Professionalisation of Reform | 113 | ||
| III. Paradoxes of Reform | 114 | ||
| 1. Australia | 114 | ||
| 2. New Zealand | 117 | ||
| 3. The Paradox of Success | 119 | ||
| References | 120 | ||
| Christopher Hood: From Public Bureaucracy State to Re-regulated Public Service: The Paradox of British Public Sector Reform | 127 | ||
| I. From the Paradox of Ungrounded Statism to the Paradox of Regulatory Growth Inside Government | 127 | ||
| II. Four Ways of Controlling Executive Government and the "Old Public Management" in the UK | 130 | ||
| III. The Intended Effects of New Public Management Reforms: Enhanced Competition and Managerial Freedom | 135 | ||
| IV. Less Intended Effects of Public Management Reform: The Explosion of Audit and "Mirror Image" Regulation | 139 | ||
| V. Accounting for the "Mirror-Image" Paradox | 141 | ||
| VI. Conclusion | 145 | ||
| References | 145 | ||
| Per Laegreid and Paul G. Roness: Administrative Reform Programmes and Institutional Response in Norwegian Central Government | 149 | ||
| I. An Institutional Perspective on Norwegian Administrative Reforms | 149 | ||
| II. The Reform Programmes: Vision and Problem Definition | 154 | ||
| III. Means and Measures | 157 | ||
| 1. Organisation of the Reform Processes | 158 | ||
| 2. Solutions and Models of Organisation | 159 | ||
| IV. Actual Changes in Organisational Forms | 163 | ||
| 1. Implementation of Specific Solutions and Models of Organisation | 164 | ||
| 2. Overall Assessments | 169 | ||
| V. Design and Institutional Response | 172 | ||
| References | 178 | ||
| Public Reports | 181 | ||
| Jon Pierre: When the Bottom Line is the Bottom Line: Public Sector Reform in Sweden | 183 | ||
| I. Background: The Politics of Public Sector Reform in Sweden | 183 | ||
| II. Stages of Development | 186 | ||
| III. Cultural Perspectives and Traditions | 188 | ||
| IV. Institutional Variables | 190 | ||
| V. Resource Base | 191 | ||
| VI. Professionalisation of Reform | 192 | ||
| VII. Policy Entrepreneurship and Political Will | 193 | ||
| VIII. Conclusion: The Bottom Line Strategy of Public Sector Reform | 193 | ||
| References | 194 | ||
| Joachim Jens Hesse: Stability Turned Regidity. Paradoxes in German Public Sector Reform | 197 | ||
| I. Introduction | 197 | ||
| II. Paradoxes in Public Sector Reform: The German Case | 198 | ||
| III. Stages of Public Sector Reform: Unfinished Agendas Since 1945 | 199 | ||
| IV. Structural Characteristics, Intervening Variables, and Countervailing Forces in the German Governmental System | 202 | ||
| V. Externally Induced Change: The "Double Challenge" of Unification and Europeanisation | 203 | ||
| VI. Main Areas of Reform | 205 | ||
| VII. Options for Reform | 208 | ||
| VIII. On the Future of the Public Sector in Germany: A Speculative View | 209 | ||
| References | 211 | ||
| Theo A. J. Toonen: Substance Came with Little Hype. Public Sector Reform in the Netherlands | 215 | ||
| I. Introduction: Between "Dutch Disease" and "Polder Model" | 215 | ||
| II. Public Sector Reform in the Netherlands | 219 | ||
| 1. Budgetary and Managerial Reforms | 221 | ||
| 2. Reforms of Policy- and Decision-Making | 224 | ||
| 3. Institutional Reforms | 228 | ||
| 4. Institutional Transformation | 231 | ||
| 5. Results, Outcomes and Effects | 232 | ||
| III. Putting Dutch Public Sector Reform into Perspective | 236 | ||
| 1. Stages of Reform | 236 | ||
| 2. Cultural Heritage and Institutional Structure: Consociational Democracy and the Consensus State | 238 | ||
| 3. Resource Base: Budget, Personnel and Expertise | 241 | ||
| 4. Policy Entrepreneurship and Political Will | 242 | ||
| 5. European Integration | 244 | ||
| IV. Conclusion: The Reform Paradox in the Dutch Case | 244 | ||
| References | 246 | ||
| Guy Carcassonne: Paradoxes in Public Sector Reform: The Case of France | 251 | ||
| I. Introduction | 251 | ||
| II. Stages of Development | 252 | ||
| 1. Decentralisation: The 1982 Earthquake | 252 | ||
| 2. Privatisation: The 1986 Tornado | 254 | ||
| 3. Mobilisation: The 1989 Attempt | 255 | ||
| 4. Delocalisation: The 1991 Disaster | 256 | ||
| 5. State Reform: The 1995 Ambition | 257 | ||
| III. Cultural Perspectives and Tradition | 258 | ||
| IV. Institutional Variables, Policy Entrepreneurship and Political Will | 262 | ||
| V. Resource Base | 265 | ||
| VI. Professionalisation of Reform | 266 | ||
| VII. Benchmarking France's Experience | 267 | ||
| VIII. Public Sector Reform Paradoxes | 268 | ||
| Giacinto della Cananea: Paradoxes of Administrative Reform in Italy | 273 | ||
| I. Introduction | 273 | ||
| II. The Historical Background of Administrative Reforms and Their Causes | 273 | ||
| III. The Administrative Reforms of the 1990s: Directions and Techniques | 276 | ||
| IV. "Real" Reforms Versus Announced and Pseudo-Reforms | 278 | ||
| V. Cabinets as the Principal Actors in Reform | 281 | ||
| VI. The Contrast Between High Demand for Reform and Low Supply | 282 | ||
| VII. Retreat or Widening of the Public Sector? | 283 | ||
| VIII. Conclusions | 285 | ||
| References | 286 | ||
| Attila Âgh: Regional Paradoxes of Public Sector Reform in East Central Europe | 289 | ||
| I. The Outlines of Public Sector Reform | 289 | ||
| II. The Institutional Environment: The Itinerary of Democratic Institution-Building | 294 | ||
| 1. Long Lasting "Transitory" Institutions | 294 | ||
| 2. A Three-Stage Model of Institution-Building | 295 | ||
| III. The Changing Borders of the Public Sector: From Collapse to Reconstruction | 296 | ||
| 1. Modernising Governance as a Stage of Democratic Institution-Building | 296 | ||
| 2. The Functional Differentiation of "State" and "Public Administration" | 300 | ||
| IV. The New Public Sector and the Task of Europeanisation | 304 | ||
| 1. The Public Sector: In the Middle of Nowhere or in the Centre of the New Society? | 305 | ||
| 2. Half-Made Administrative Reforms | 307 | ||
| 3. The Europeanisation Process: The Tasks of the Accession | 309 | ||
| V. Assessing the Results of Public Sector Reform | 311 | ||
| References | 313 | ||
| Dionyssis Dimitrakopoulos and Edward C. Page: Paradoxes in EU Administration | 317 | ||
| I. Introduction | 317 | ||
| II. What has Changed and What has not | 319 | ||
| III. The Impact of Enlargement | 323 | ||
| IV. The Functional Expansion of the EU | 325 | ||
| V. The Impact of Closer Integration | 327 | ||
| VI. The Problems of the EU Bureaucracy | 329 | ||
| VII. Conclusion | 332 | ||
| References | 333 | ||
| Joachim Jens Hesse, Christopher Hood and B. Guy Peters: Conclusion: Paradoxes in Public Sector Reform - A Comparative Analysis | 335 | ||
| I. The Public Sector and Administrative Reform: Another Three Sets of Paradoxes | 335 | ||
| II. Paradoxes of Global Convergence, Best Practice and Path Dependency Interpretations of Contemporary Administrative Reform | 337 | ||
| 1. Paradoxes for Global Convergence and "Best Practice" Interpretations | 337 | ||
| 2. Paradoxes for Path-Dependency Interpretations | 340 | ||
| III. Paradoxes of Epoch-Making Change and Emperor's New Clothes Interpretations of Contemporary Administrative Reform | 342 | ||
| 1. Paradoxes for Epoch-Making Change Interpretations | 342 | ||
| 2. Paradoxes for "Emperor's New Clothes" and Similar Interpretations | 343 | ||
| IV. Paradoxes of "Paradox-Free" and "Mertonian Rule" Interpretations of Contemporary Administrative Reform | 344 | ||
| 1. Paradoxes of Paradox Free Interpretations | 344 | ||
| 2. Paradoxes for the Mertonian Rule? | 349 | ||
| V. Conclusion: The Future of the "Paradox" Perspective on Public Sector Reform | 350 | ||
| Additional References | 351 | ||
| Subject Index | 353 | ||
| List of Contributors | 355 |