Over hijgerigheid en lange adem : een verkenning van de relatie tussen toezicht en media

Burgers krijgen elke dag een omvangrijke stroom informatie te verwerken, door de mensen die ze spreken, bij de activiteiten die ze ondernemen, of door de indrukken die ze opdoen. Een deel van de informatie krijgen ze via de media; niet direct van anderen, maar via mediale platforms of kanalen. Mensen lezen kranten, zien nieuwsprogramma’s, lezen tijdschriften, bekijken nieuwssites, krijgen gratis kranten in het openbaar vervoer, ontvangen berichten uit hun sociale netwerk, et cetera. Soms vertellen mensen hun in kranten of televisieuitzendingen over gebeurtenissen of laten ze hen zien wat henzelf opgevallen is; of ze nemen via smartphones, computers, tablets of andere dragers van digitale nieuwsberichten kennis van wat elders gebeurt. Informatie alom. De informatiesamenleving is een accurate duiding voor onze tijd; niet zozeer omdat we informatie meer dan ooit gebruiken of benutten, maar omdat informatie meer dan ooit letterlijk overal is en in een ongekende veelheid

Strategies for robustness: Five perspectives on how policy design is done

Robust policy design is an activity that is ‘done’ by policymakers; in this paper we look further into how exactly robust policy design is done. We use the literature on strategizing to distinguish various theoretical perspectives on how policy design is done in practice. Moreover, we conducted a survey-feedback study with a group of senior level policymakers to see what they do when ‘doing’ robust policy design, how they think it should be done, and what they think are challenges for doing robust policy design in the context of a public organization. The study shows that although the language of strategy and policy design is rooted in the rational-analytical ‘planning’ approach, other perspectives are in fact more suitable for designing robust policies for deeply uncertain and volatile conditions. Moreover, our study shows that practitioners are well-aware of this bias; they have developed practical ways to combine the rational-analytical approach to design that is expected from them with other approaches for doing design

Boundary-spanning strategies for aligning institutional logics

This article critically examines strategies used by boundary spanners to align the institutional logics of bureaucracy, management and networks in citizenstate interactions. In-depth interviews conducted within the Dutch municipality of Rotterdam reveal that boundary spanners use entrepreneurial, mediation, and hierarchical strategies to align institutional logics. By providing insight into the strategic toolbox of boundary spanners and the perceived effectiveness of these tools, this article enhances empirical understanding of how the interplay between older and newer institutional logics within public organisations takes shape and how boundary spanners make strategic use of hierarchy to overcome institutional barriers

New development: Breaking out or hanging on? Internal audit in government

Public audit is in transition. On the one hand, professional organizations claim it is time ‘to break out’ and develop new roles for auditors that ‘add more value’. On the other hand, critics are concerned about public sector accountability deficits necessitating more control and urging auditors to hold on to their traditional role. This article discusses tensions and relevance between these positions and their implications for auditing in government. The article will help policy-makers in their strategic decision-making on the role and focus of internal audit in government

Governing and innovation: the transition to E-mobility - A dutch perspective

This is an essay approach to develop a discussion about the role government can play in stimulating electric vehicle (EV) diffusion, adoption and deployment in support of larger societal goals such as sustainability and urban livability. This reviews governance strategy in support of electric vehicle innovation in a way that integrate many societal actors, including the market to move forward a project with many spillover benefits. It does this by reference to examples and projects in the Netherlands, the EU and the U.S. that articulate these strategies. This is a Dutch perspective because it is written in that context but it has examples and viewpoints that should have a wider appeal

The governance of self-organization: Which governance strategy do policy officials and citizens prefer?

This article compares views of policy officials and members of community-based collectives on the ideal role of government in processes of community self-organization. By using Q methodology, we presented statements on four different governance perspectives: traditional public administration, New Public Management, network governance, and self-governance. Perceptions differ about how government should respond to the trend of community self-organization and, in particular, about the primacy of the relationship. Whereas some public servants and collectives favor hands-off involvement of policy officials, others show a preference for a more direct and interactive relation between government and community-based collectives. In general, neither of the two groups have much appreciation for policy instruments based on performance indicators, connected to the New Public Management perspective or strong involvement of politicians, connected the traditional public administration perspective. This article contributes to the discussion of how practitioners see and combine governance perspectives and serve to enable dialogs between practitioners

Een bejubeld of verguisd middenveld

Het nieuwe kabinet heeft zichzelf 100 dagen (of: ‘tot aan de zomer’, zoals in het coalitieakkoord staat) gegeven om in gesprek met de samenleving een breed draagvlak te creëren voor het te voeren beleid. Branche- en belangenorganisaties spelen een belangrijke rol in deze beleidsdialoog. Of hun bijdrage straks op waarde wordt geschat, hangt grotendeels af van deze organisaties zélf. Zijn ze in staat verder te denken dan hun eigen belang en verantwoordelijkheid te nemen, kortom: lukt het ze om niet alleen vanuit een beperkte, eigen boodschap te opereren? Dat is de ene kant van zaak. De andere is of ze er ook in slagen de eigen achterban mee te nemen als ze zich constructief opstellen richting overheid en zonodig voorbij denken aan het belang van de sector

On the forces of policy change and joint causation: insights from the banker’s bonus case

One of the few robust findings in the public policy literature is that policy dynamics are both a function of stability and volatility. And although most theories of public policy making posit the occurrence of policy junctures as necessary conditions for significant change, studies that set out to unravel the underlying mechanisms of such policy junctures remain relatively rare. This article further develops the idea of policy junctures, commonly hypothesized to initiate significant change, as essentially entailing joint causation. We illustrate the joint and reinforcing nature of forces of change with a case study of bonus regulation. Based on document analysis and a political claim analysis, this article shows that most changes in bonus regulation were of a marginal nature. We argue that the intrinsically attractive nature of performance rewards that a bonus practice entails combined with a sheer lack of alternatives supported by a strong coalition on how to curb risk appetite in financial markets seem to count for the resilience of bonus practices. Theoretically, the case study contributes to theory development on joint causation that causes major policy change. Empirically, it unravels a key mechanism employed by the financial sector to resist reforms: offering an alternative no one can refuse. Points for practitioners: There is a broad consensus in the policy literature that policy change usually results from multiple forces. We identify this crucial jointly causal nature of policy change and suggest that among the forces of change a strong policy alternative capable of uniting a broad coalition of stakeholders is a necessary condition for policy change. Financial reforms, in particular the practice of bonus payment, are thus not likely to result from tight regulation, but rather from real alternatives on how to reward professional excellence and curb risk appetite