Democracy and governance networks: compatible or not?

The relationship between representative democracy and governance networks is investigated at a theoretical level. Four conjectures about the relationship are defined. The incompatibility conjectures rests on the primacy of politics and sees governance networks as a threat. The complementarity conjecture presents governance networks as a means of enabling greater participation in the policy process and sensitivity in programme implementation. The transitional conjecture posits a wider evolution of governance forms towards network relationships. The instrumental conjecture views governance networks as a powerful means through which dominant interests can achieve their goals. Illustrative implications for theory and practice are identified, in relation to power in the policy process, the public interest, and the role of public managers. The heuristic potential of the conjectures is demonstrated through the identification of an outline research agenda

Is American Public Administration Detached From Historical Context?: On the Nature of Time and the Need to Understand It in Government and Its Study

The study of public administration pays little attention to history. Most publications are focused on current problems (the present) and desired solutions (the future) and are concerned mainly with organizational structure (a substantive issue) and output targets (an aggregative issue that involves measures of both individual performance and organizational productivity/services). There is much less consideration of how public administration (i.e., organization, policy, the study, etc.) unfolds over time. History, and so administrative history, is regarded as a “past” that can be recorded for its own sake but has little relevance to contemporary challenges. This view of history is the product of a diminished and anemic sense of time, resulting from organizing the past as a series of events that inexorably lead up to the present in a linear fashion. To improve the understanding of government’s role and position in society, public administration scholarship needs to reacquaint itself with the nature of time.Yeshttps://us.sagepub.com/en-us/nam/manuscript-submission-guideline

What's valued most? Similarities and differences between the organizational values of the public and private sector

In recent administrative and organizational literature much attention has been paid to values that guide organizational and managerial behaviour in the public and private domain. Comparative empirical research efforts, however, are sparse. This article reports the results of a comparative empirical survey of 382 managers from a variety of public and private sector organizations in The Netherlands. Contrary to much recent literature that presupposes the intermixing or convergence of value systems guiding governance in different kinds of organizations, the results of this study show two distinct and relatively classical value systems for government and business as well as a 'common core' of important organizational qualities. These are accountability, expertise, reliability, efficiency and effectiveness, all of which are considered crucial in both public and private sector organizations. Additional analysis shows that value preferences are primarily attached to sector rather than to age, gender, working experience, or previous employment in the other sector. © 2008 The Author. Journal compilation © 2008 Blackwell Publishing Ltd

Graphs with Bounded Induced Distance

In this work we introduce the class of graphs with bounded induced distance of order k, (BID(k) for short). A graph G belongs to BID(k) if the distance between any two nodes in every connected induced subgraph of G is at most k times their distance in G

Skills governance and the workforce development programme

In the United Kingdom higher education environment, government may make efforts to encourage institutions to engage in governance structures to secure policy objectives through a steering approach. In this article connections between skills governance structures and the recent Higher Education Funding Council for England workforce development programme are examined in the context of the wider implementation of the Leitch Review of Skills in England. Using analysis of policy documents, submissions to a select committee inquiry, and a series of interviews undertaken at higher education institutions, limited co-ordination between skills governance and institutions is identified, which is likely to have been a consequence both of the open-ended approach taken by government to the implementation of this policy in higher education and the ineffectiveness of governance approaches as mechanisms for steering higher education institutions in the United Kingdom