The shift from local government to local governance has become a pervasive trend globally. Yet, little attention has been devoted to systematisation of existing knowledge on local governance. To enhance the understanding of local governance in public administration, this article provides a systematic literature review of 141 articles published in leading public administration journals between 1990 and 2022. Six lines of study are identified, including community, power, partnership, participation, reform, and performance, and 10 propositions about these themes are summarised. Existing literature has transcended excessive optimism and simplistic views to respond to the complexity of local governance practice, whereas the findings show some complexity and variety, and there are still gaps to be filled. Future studies are expected to consider different contexts, refine the research methods, and shed light on the roles of non‐governmental organisations, the balance between public values and local autonomy, the impact of technological reform, and the interactions among multiple factors in local governance.Points for practitionersTo ensure effective local governance, it is necessary to balance public sector modernisation with wider civic participation, and complement representative democracy with deliberative and participatory democracy, involving citizens in further processes of governance beyond voting.Local governance performance can be evaluated with indicators drawn from both processes and outcomes, including both development‐oriented and value‐based ones.Widely embraced strategies of local governance such as community governance, decentralisation, partnership, and public participation are not panacea and do not necessarily produce desired outcomes. The influencing factors in aspects of values, mechanisms, and instruments, the interactions among multiple factors, and the specific contexts deserve careful attention.
{"title":"From local government to local governance: A systematic literature review and future research agenda","authors":"Chengzhi Yi, Xinyi Qiu","doi":"10.1111/1467-8500.12644","DOIUrl":"https://doi.org/10.1111/1467-8500.12644","url":null,"abstract":"<jats:label/>The shift from local government to local governance has become a pervasive trend globally. Yet, little attention has been devoted to systematisation of existing knowledge on local governance. To enhance the understanding of local governance in public administration, this article provides a systematic literature review of 141 articles published in leading public administration journals between 1990 and 2022. Six lines of study are identified, including community, power, partnership, participation, reform, and performance, and 10 propositions about these themes are summarised. Existing literature has transcended excessive optimism and simplistic views to respond to the complexity of local governance practice, whereas the findings show some complexity and variety, and there are still gaps to be filled. Future studies are expected to consider different contexts, refine the research methods, and shed light on the roles of non‐governmental organisations, the balance between public values and local autonomy, the impact of technological reform, and the interactions among multiple factors in local governance.Points for practitioners<jats:list list-type=\"bullet\"> <jats:list-item>To ensure effective local governance, it is necessary to balance public sector modernisation with wider civic participation, and complement representative democracy with deliberative and participatory democracy, involving citizens in further processes of governance beyond voting.</jats:list-item> <jats:list-item>Local governance performance can be evaluated with indicators drawn from both processes and outcomes, including both development‐oriented and value‐based ones.</jats:list-item> <jats:list-item>Widely embraced strategies of local governance such as community governance, decentralisation, partnership, and public participation are not panacea and do not necessarily produce desired outcomes. The influencing factors in aspects of values, mechanisms, and instruments, the interactions among multiple factors, and the specific contexts deserve careful attention.</jats:list-item> </jats:list>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"22 1","pages":""},"PeriodicalIF":2.2,"publicationDate":"2024-05-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141190588","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Local governments have the authority to implement emergency management and are the primary responders in emergencies. They are strategically positioned to lead the charge in disaster response. Similar to other wicked problems, disasters require comprehensive and complicated responses. Local emergency management networks facilitate the exchange of information and resources between local entities and their collaborating partners. Successful collaboration across local governments is imperative in unexpected and urgent incidents. This paper applies the institutional collective action (ICA) framework to investigate the effects of relational risk and vulnerability on the formation of networks. The relational risk perceived by each collaborative organisation and the vulnerability of the community are crucial factors in the establishment and maintenance of collaborative networks. In addition, the need for resource exchange also affects the formation of networks. Logistic regression estimates the effect of collaboration risk and vulnerability on network formation using data from the 2015 Seoul EM survey. The findings confirm that the perceived collaboration risk negatively influences the establishment of collaborative ties in networks, while the perceived vulnerability level positively affects the arrangement of collaborative networks. In addition, the respondent's need for resource exchange increases when building networks. These results imply that relieving the relational risk levels is important for facilitating inter‐organisational collaboration. Furthermore, the actors’ assessments of the vulnerability of the community influence their willingness to join networks to relieve external uncertainty and susceptibility. Lastly, organisations’ give‐and‐take relationships on information sharing and physical resource transmission have the potential to stimulate the establishment of collaborative networks.Points for practitionersSustainable interconnectedness among functionally and horizontally fragmented organisations is crucial for dealing with disasters efficiently, but it does not come solely from emergency management planning itself. Understanding the risk mechanism embedded in an interdependent relationship should increase the potential benefits of a successful response.The degree of vulnerability in a community affects the level of risk perception when collaborating with other organisations. Beyond the internal capacity or assessment of their organisation, how they view their community in general influences their decision‐making differently when it comes to forging inter‐relational collaboration.Resource sharing in a timely manner is crucial during disasters. Each organisation has different negotiating powers and needs to consider building interdependent relationships.
{"title":"Collaboration risk, vulnerability, and resource sharing in disaster management networks","authors":"Minsun Song, Joungyoon Hwang, Inseok Seo","doi":"10.1111/1467-8500.12642","DOIUrl":"https://doi.org/10.1111/1467-8500.12642","url":null,"abstract":"<jats:label/>Local governments have the authority to implement emergency management and are the primary responders in emergencies. They are strategically positioned to lead the charge in disaster response. Similar to other wicked problems, disasters require comprehensive and complicated responses. Local emergency management networks facilitate the exchange of information and resources between local entities and their collaborating partners. Successful collaboration across local governments is imperative in unexpected and urgent incidents. This paper applies the institutional collective action (ICA) framework to investigate the effects of relational risk and vulnerability on the formation of networks. The relational risk perceived by each collaborative organisation and the vulnerability of the community are crucial factors in the establishment and maintenance of collaborative networks. In addition, the need for resource exchange also affects the formation of networks. Logistic regression estimates the effect of collaboration risk and vulnerability on network formation using data from the 2015 Seoul EM survey. The findings confirm that the perceived collaboration risk negatively influences the establishment of collaborative ties in networks, while the perceived vulnerability level positively affects the arrangement of collaborative networks. In addition, the respondent's need for resource exchange increases when building networks. These results imply that relieving the relational risk levels is important for facilitating inter‐organisational collaboration. Furthermore, the actors’ assessments of the vulnerability of the community influence their willingness to join networks to relieve external uncertainty and susceptibility. Lastly, organisations’ give‐and‐take relationships on information sharing and physical resource transmission have the potential to stimulate the establishment of collaborative networks.Points for practitioners<jats:list list-type=\"bullet\"> <jats:list-item>Sustainable interconnectedness among functionally and horizontally fragmented organisations is crucial for dealing with disasters efficiently, but it does not come solely from emergency management planning itself. Understanding the risk mechanism embedded in an interdependent relationship should increase the potential benefits of a successful response.</jats:list-item> <jats:list-item>The degree of vulnerability in a community affects the level of risk perception when collaborating with other organisations. Beyond the internal capacity or assessment of their organisation, how they view their community in general influences their decision‐making differently when it comes to forging inter‐relational collaboration.</jats:list-item> <jats:list-item>Resource sharing in a timely manner is crucial during disasters. Each organisation has different negotiating powers and needs to consider building interdependent relationships.</jats:list-item> </jats:list>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"153 1","pages":""},"PeriodicalIF":2.2,"publicationDate":"2024-05-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140928278","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Innovation processes are crucial to modernizing business processes, products, and institutional arrangements in the public sector. However, many attempts at innovation in this area fail. Previous research has identified various barriers, yet little is known regarding which might manifest during the various phases of the innovation process. In this study, we analyse the barriers to public sector innovation from a process perspective, using the policy cycle as an analytical framework. We conducted qualitative interviews (n = 22) with Swiss practitioners to explore barriers to public sector innovation in individual phases of the innovation process. Thus, this study contributes to a better understanding of the barriers that can impede a successful public sector innovation process by shedding light on the barriers’ dynamics and differences at the national and regional levels.Points for practitionersPublic sector innovation (PSI) barriers often require public sector organisations to follow a professional innovation management approach.Reluctance to connect and insufficient and/or unclear room to manoeuvre appear to be the most critical barriers, likely resulting from the substantial complexity of the context.PSI barriers show different levels of prevalence in each phase of the innovation process. It is crucial to address barriers in each stage appropriately. Understanding the prevalence of barriers in each phase will help with determining the appropriate strategy.Barriers must be considered throughout innovation process, without neglecting any phase. This requires a strategic and long‐term perspective on innovation management.
{"title":"Barriers to public sector innovation in Switzerland: A phase‐based investigation","authors":"Sebastian Singler, Ali A. Guenduez","doi":"10.1111/1467-8500.12639","DOIUrl":"https://doi.org/10.1111/1467-8500.12639","url":null,"abstract":"<jats:label/>Innovation processes are crucial to modernizing business processes, products, and institutional arrangements in the public sector. However, many attempts at innovation in this area fail. Previous research has identified various barriers, yet little is known regarding which might manifest during the various phases of the innovation process. In this study, we analyse the barriers to public sector innovation from a process perspective, using the policy cycle as an analytical framework. We conducted qualitative interviews (<jats:italic>n</jats:italic> = 22) with Swiss practitioners to explore barriers to public sector innovation in individual phases of the innovation process. Thus, this study contributes to a better understanding of the barriers that can impede a successful public sector innovation process by shedding light on the barriers’ dynamics and differences at the national and regional levels.Points for practitioners<jats:list list-type=\"bullet\"> <jats:list-item>Public sector innovation (PSI) barriers often require public sector organisations to follow a professional innovation management approach.</jats:list-item> <jats:list-item>Reluctance to connect and insufficient and/or unclear room to manoeuvre appear to be the most critical barriers, likely resulting from the substantial complexity of the context.</jats:list-item> <jats:list-item>PSI barriers show different levels of prevalence in each phase of the innovation process. It is crucial to address barriers in each stage appropriately. Understanding the prevalence of barriers in each phase will help with determining the appropriate strategy.</jats:list-item> <jats:list-item>Barriers must be considered throughout innovation process, without neglecting any phase. This requires a strategic and long‐term perspective on innovation management.</jats:list-item> </jats:list>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"40 1","pages":""},"PeriodicalIF":2.2,"publicationDate":"2024-05-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140887630","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Kerkko Huhtanen, Anna‐Katriina Salmikangas, Hannu Itkonen
The Finnish welfare society is based on strong public and civic sectors with an emerging private sector. In the context of sports, the public sector's statutory task has been to provide opportunities and facilities for citizens, whereas the civic sector has been responsible for organising activities. However, since the 1990s, economic recessions, new public management doctrines, and other societal changes have mixed this institutionalised setting and increased hybridity in the provision of public services. This study examines how hybridity is manifested and governed in the provision of local sports facility services in contemporary Finland through a literature review and a multiple case study focusing on three sports facility construction projects. The projects had partners from all societal sectors and, organisationally, assumed different forms: privately owned, sports clubs co‐owned, and municipally owned enterprises. The case data consist of thematic interviews and project documentation and are analysed with theory‐driven content analysis. The study deepens understanding of the mixed ownership structures, various funding arrangements, control mechanisms, and management of goal incongruency found in hybrid facility‐provider organisations. Additionally, it describes changing roles and challenges that municipalities face in hybrid settings and develops recommendations for future research on hybridity and sports policy.Points for practitionersNote that the capacity to steer the operations of hybrids in municipal services provision can be obtained in various ways which do not entail formal ownership.Deepen your understanding of the goals and commitment incentives of the different stakeholders planned to be involved in the hybrid project.Consider jointly written formal contracts as tools for managing goal ambiguity and incongruence and for creating trust in the hybrid arrangement.Examine comprehensively the resourcing of the facility‐provider organisation in the operational phase of the facility when evaluating the funding arrangements and public value creation of hybrid facility projects.Prepare to become a practitioner and the object subjected to more diverse forms of control when committing to hybrid arrangements with various stakeholders.
{"title":"Governing hybrid organisations: Lessons from the provision of local sports facility services in 2020s Finland","authors":"Kerkko Huhtanen, Anna‐Katriina Salmikangas, Hannu Itkonen","doi":"10.1111/1467-8500.12641","DOIUrl":"https://doi.org/10.1111/1467-8500.12641","url":null,"abstract":"<jats:label/>The Finnish welfare society is based on strong public and civic sectors with an emerging private sector. In the context of sports, the public sector's statutory task has been to provide opportunities and facilities for citizens, whereas the civic sector has been responsible for organising activities. However, since the 1990s, economic recessions, new public management doctrines, and other societal changes have mixed this institutionalised setting and increased hybridity in the provision of public services. This study examines how hybridity is manifested and governed in the provision of local sports facility services in contemporary Finland through a literature review and a multiple case study focusing on three sports facility construction projects. The projects had partners from all societal sectors and, organisationally, assumed different forms: privately owned, sports clubs co‐owned, and municipally owned enterprises. The case data consist of thematic interviews and project documentation and are analysed with theory‐driven content analysis. The study deepens understanding of the mixed ownership structures, various funding arrangements, control mechanisms, and management of goal incongruency found in hybrid facility‐provider organisations. Additionally, it describes changing roles and challenges that municipalities face in hybrid settings and develops recommendations for future research on hybridity and sports policy.Points for practitioners<jats:list list-type=\"bullet\"> <jats:list-item>Note that the capacity to steer the operations of hybrids in municipal services provision can be obtained in various ways which do not entail formal ownership.</jats:list-item> <jats:list-item>Deepen your understanding of the goals and commitment incentives of the different stakeholders planned to be involved in the hybrid project.</jats:list-item> <jats:list-item>Consider jointly written formal contracts as tools for managing goal ambiguity and incongruence and for creating trust in the hybrid arrangement.</jats:list-item> <jats:list-item>Examine comprehensively the resourcing of the facility‐provider organisation in the operational phase of the facility when evaluating the funding arrangements and public value creation of hybrid facility projects.</jats:list-item> <jats:list-item>Prepare to become a practitioner and the object subjected to more diverse forms of control when committing to hybrid arrangements with various stakeholders.</jats:list-item> </jats:list>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"9 1","pages":""},"PeriodicalIF":2.2,"publicationDate":"2024-04-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140833002","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Over the past decade, royal commissions have been increasingly employed to address some of Australia's most pernicious and persistent problems. However, their recommendations often languish unimplemented. Research on why so many proposals fail to make it into policy and practice is divided. To explore the fraught road from recommendation to reform, this article analyses the early implementation of the recommendations of the 2016 Royal Commission into Family Violence (Victoria, Australia) from a relational vantage. To do so, this article brings attention to the under‐explored insights of advocates and frontline service providers and their relationship to post‐royal commission reform processes. Their relational accounts of corroborations, contradictions, and contestations move the contemporary predominate question of if implementation happens to more nuanced questions about when it occurs, what is implemented, who does it, and how it happens. The difficulties participants faced in the early implementation phase of the reforms demonstrate implementation alone is not a panacea for the problems royal commissions face post‐inquiry.Points for practitionersImproving the implementation of royal commissions’ recommendations requires centring the perspectives of those with specialised knowledge and who deliver related services.Recommendations to address challenging social problems need to be designed to evolve, often rapidly, to the constantly changing contexts that they are enmeshed within.An implementation for implementation's sake approach risks obfuscating the contestations of what royal commissions find and cementing potentially problematic initiatives.
{"title":"‘We assumed it would all be fairly straight forward’: Exploring early implementation of the recommendations of the Victorian Royal Commission into Family Violence","authors":"Rebecca Buys, Kate Fitz‐Gibbon","doi":"10.1111/1467-8500.12638","DOIUrl":"https://doi.org/10.1111/1467-8500.12638","url":null,"abstract":"<jats:label />Over the past decade, royal commissions have been increasingly employed to address some of Australia's most pernicious and persistent problems. However, their recommendations often languish unimplemented. Research on why so many proposals fail to make it into policy and practice is divided. To explore the fraught road from recommendation to reform, this article analyses the early implementation of the recommendations of the 2016 Royal Commission into Family Violence (Victoria, Australia) from a relational vantage. To do so, this article brings attention to the under‐explored insights of advocates and frontline service providers and their relationship to post‐royal commission reform processes. Their relational accounts of corroborations, contradictions, and contestations move the contemporary predominate question of <jats:italic>if</jats:italic> implementation happens to more nuanced questions about <jats:italic>when</jats:italic> it occurs, <jats:italic>what</jats:italic> is implemented, <jats:italic>who</jats:italic> does it, and <jats:italic>how</jats:italic> it happens. The difficulties participants faced in the early implementation phase of the reforms demonstrate implementation alone is not a panacea for the problems royal commissions face post‐inquiry.Points for practitioners<jats:list list-type=\"bullet\"> <jats:list-item>Improving the implementation of royal commissions’ recommendations requires centring the perspectives of those with specialised knowledge and who deliver related services.</jats:list-item> <jats:list-item>Recommendations to address challenging social problems need to be designed to evolve, often rapidly, to the constantly changing contexts that they are enmeshed within.</jats:list-item> <jats:list-item>An implementation for implementation's sake approach risks obfuscating the contestations of what royal commissions find and cementing potentially problematic initiatives.</jats:list-item> </jats:list>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"2014 1","pages":""},"PeriodicalIF":2.2,"publicationDate":"2024-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140637111","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Sue Williamson, Uma Jogulu, Judy Lundy, Helen Taylor
This Practice and Policy article examines return‐to‐office mandates, the latest human resource controversy. These mandates are an organisational directive for employees who have been working from home to return to working in their employer's premise. Drawing on the literature and our research on working from home and hybrid working, we consider whether mandates may prevent proximity bias. We conclude that mandates requiring employees to return to the office or caps which limit working from home are not only unnecessary, but may have negative consequences. In particular, mandates may cause employee resentment, while caps limit flexibility and autonomy. We therefore do not advocate the use of these mechanisms, and recommend that managers and teams negotiate the appropriate balance of home and office working arrangements.Points for practitionersMechanisms which force employees into the office can be seen as an easy and effective way to mitigate proximity bias. However, they can lead to employee resentment.Similarly, capping the number of days employees can work from home can also result in negative consequences, including reduced flexibility and employee autonomy.Enabling managers and teams to collaboratively determine their own in office/working from home arrangements will maintain flexibility and prevent employee resentment.Preventing proximity bias can be achieved through increasing awareness about this emerging form of bias; harnessing communication technologies to moderate visibility regardless of where work is performed; and ensuring performance management systems are based on quantifiable and objective metrics.
{"title":"Will return‐to‐office mandates prevent proximity bias for employees working from home?","authors":"Sue Williamson, Uma Jogulu, Judy Lundy, Helen Taylor","doi":"10.1111/1467-8500.12634","DOIUrl":"https://doi.org/10.1111/1467-8500.12634","url":null,"abstract":"<jats:label />This Practice and Policy article examines return‐to‐office mandates, the latest human resource controversy. These mandates are an organisational directive for employees who have been working from home to return to working in their employer's premise. Drawing on the literature and our research on working from home and hybrid working, we consider whether mandates may prevent proximity bias. We conclude that mandates requiring employees to return to the office or caps which limit working from home are not only unnecessary, but may have negative consequences. In particular, mandates may cause employee resentment, while caps limit flexibility and autonomy. We therefore do not advocate the use of these mechanisms, and recommend that managers and teams negotiate the appropriate balance of home and office working arrangements.Points for practitioners<jats:list list-type=\"bullet\"> <jats:list-item>Mechanisms which force employees into the office can be seen as an easy and effective way to mitigate proximity bias. However, they can lead to employee resentment.</jats:list-item> <jats:list-item>Similarly, capping the number of days employees can work from home can also result in negative consequences, including reduced flexibility and employee autonomy.</jats:list-item> <jats:list-item>Enabling managers and teams to collaboratively determine their own in office/working from home arrangements will maintain flexibility and prevent employee resentment.</jats:list-item> <jats:list-item>Preventing proximity bias can be achieved through increasing awareness about this emerging form of bias; harnessing communication technologies to moderate visibility regardless of where work is performed; and ensuring performance management systems are based on quantifiable and objective metrics.</jats:list-item> </jats:list>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"468 1","pages":""},"PeriodicalIF":2.2,"publicationDate":"2024-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140609866","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
A lot of literature on policy advisory systems (PASs) is based on Western liberal democracies, with scant attention paid to policymaking systems in authoritarian regimes. This paper examines the Iran's PAS and how it has changed between 1989 and 2023. The paper documents four distinctive phases in Iran's PAS: in-house ‘institutionalisation’, transitional ‘politicisation’, technocratic ‘externalisation’, and ‘technicisation’. We examine 16 representative advisory organisations (1989–2023) and show that while the Iranian PAS is well institutionalised and increasingly becoming externalised, there is still a tradition of centralisation and limited bureaucratic openness. Further, Iran's PAS has become less political due to constitutional preferences preventing advisory organisations from dealing with politically sensitive issues, as well as the decline of political party traditions and institutions. Finally, the paper concludes with a discussion of the emerging ‘technicisation’ of Iran's PAS, indicating an expansion of and reliance on technology-assisted tools and instruments by advisory organisations.
Points for practitioners
Regardless of differences in political systems, policy advisory systems are an indispensable part of public policymaking machinery.
To enhance the quality of public policies, policymakers should support a diversified and competent advisory system.
To keep externalised organisations alive and effective, they must be supported by public measures and protected by a legal framework.
A form of technocratic-political balance in PAS is necessary. A well-developed policy advisory system not only includes non-partisan and technocratic advisory institutions, it also consists of politicised institutions providing political advice for policymakers too.
{"title":"The Iranian policy advisory system: Contained politicisation and emerging technicisation","authors":"Seyed Mohamad Sadegh Emamian, Reza Bagheripour","doi":"10.1111/1467-8500.12628","DOIUrl":"10.1111/1467-8500.12628","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>A lot of literature on policy advisory systems (PASs) is based on Western liberal democracies, with scant attention paid to policymaking systems in authoritarian regimes. This paper examines the Iran's PAS and how it has changed between 1989 and 2023. The paper documents four distinctive phases in Iran's PAS: in-house ‘institutionalisation’, transitional ‘politicisation’, technocratic ‘externalisation’, and ‘technicisation’. We examine 16 representative advisory organisations (1989–2023) and show that while the Iranian PAS is well institutionalised and increasingly becoming externalised, there is still a tradition of centralisation and limited bureaucratic openness. Further, Iran's PAS has become less political due to constitutional preferences preventing advisory organisations from dealing with politically sensitive issues, as well as the decline of political party traditions and institutions. Finally, the paper concludes with a discussion of the emerging ‘technicisation’ of Iran's PAS, indicating an expansion of and reliance on technology-assisted tools and instruments by advisory organisations.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>Regardless of differences in political systems, policy advisory systems are an indispensable part of public policymaking machinery.</li>\u0000 \u0000 <li>To enhance the quality of public policies, policymakers should support a diversified and competent advisory system.</li>\u0000 \u0000 <li>To keep externalised organisations alive and effective, they must be supported by public measures and protected by a legal framework.</li>\u0000 \u0000 <li>A form of technocratic-political balance in PAS is necessary. A well-developed policy advisory system not only includes non-partisan and technocratic advisory institutions, it also consists of politicised institutions providing political advice for policymakers too.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"83 2","pages":"233-256"},"PeriodicalIF":2.1,"publicationDate":"2024-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140600129","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Falling public trust in Australia's institutions warrants revisiting how public sector managers approach ethical decision‐making. This study presents the findings of in‐depth interviews with 35 local government managers in Australia and seeks to understand how managerial hierarchy influences the moral reasoning of managers. Through the lens of social learning and moral development theoretical perspectives, the findings indicate that local government managers do engage in different types of moral reasoning when presented with hypothetical ethical dilemmas, and their managerial status plays a pronounced role in shaping the content of that reasoning. We also find support for differences in moral reasoning across gender, which appear more evident at lower levels of management. Through providing an in‐depth analysis of managerial hierarchy and ethical decision‐making, the findings from this study can be used to guide organisational and individual managers’ ethics training and development.Points for practitionersThe declining public trust in public administrators warrants regular risk management audits of internal and external environments of public sector organisations to identify potential or existing ethical challenges that require a response.Moral reasoning and ethical decision‐making are context specific and include the ethical climate of the organisation. We find support for the importance of organisational leadership visibly ‘walking the talk’ when it comes to ethics.While management hierarchy is seen to influence moral reasoning, or the deliberations when arriving at a decision, there is widespread acceptance of the basic tenets of abiding by the law and being truthful. Therefore, organisational ethical policies and codes of conduct should clearly articulate the legal implications, and consequences of any breaches.A one‐size‐fits‐all approach to ethics training is not advised. We find that moral reasoning differs with managerial experience. A case is made to account for training tailored at different managerial levels, along with scenario‐based training and mentoring from higher levels of management.
{"title":"The role of managerial hierarchy in the moral reasoning of local government managers","authors":"Nicole El Haber, Swati Nagpal","doi":"10.1111/1467-8500.12633","DOIUrl":"https://doi.org/10.1111/1467-8500.12633","url":null,"abstract":"<jats:label />Falling public trust in Australia's institutions warrants revisiting how public sector managers approach ethical decision‐making. This study presents the findings of in‐depth interviews with 35 local government managers in Australia and seeks to understand how managerial hierarchy influences the moral reasoning of managers. Through the lens of social learning and moral development theoretical perspectives, the findings indicate that local government managers do engage in different types of moral reasoning when presented with hypothetical ethical dilemmas, and their managerial status plays a pronounced role in shaping the content of that reasoning. We also find support for differences in moral reasoning across gender, which appear more evident at lower levels of management. Through providing an in‐depth analysis of managerial hierarchy and ethical decision‐making, the findings from this study can be used to guide organisational and individual managers’ ethics training and development.Points for practitioners<jats:list list-type=\"bullet\"> <jats:list-item>The declining public trust in public administrators warrants regular risk management audits of internal and external environments of public sector organisations to identify potential or existing ethical challenges that require a response.</jats:list-item> <jats:list-item>Moral reasoning and ethical decision‐making are context specific and include the ethical climate of the organisation. We find support for the importance of organisational leadership visibly ‘walking the talk’ when it comes to ethics.</jats:list-item> <jats:list-item>While management hierarchy is seen to influence moral reasoning, or the deliberations when arriving at a decision, there is widespread acceptance of the basic tenets of abiding by the law and being truthful. Therefore, organisational ethical policies and codes of conduct should clearly articulate the legal implications, and consequences of any breaches.</jats:list-item> <jats:list-item>A one‐size‐fits‐all approach to ethics training is not advised. We find that moral reasoning differs with managerial experience. A case is made to account for training tailored at different managerial levels, along with scenario‐based training and mentoring from higher levels of management.</jats:list-item> </jats:list>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"245 1","pages":""},"PeriodicalIF":2.2,"publicationDate":"2024-04-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140600008","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This article examines the themes of policy advice, expertise, and policy advisory systems. It argues that persistent challenges and more emergent trends involving their intersection can be effectively understood through the lenses of instrumentality, authority, and adaptability. In the wake of renewed questions about the continued viability of longstanding public administration advisory arrangements, these themes help locate new pressures on those arrangement such as those linked to technological developments, shifting conceptions of expertise, and growing recognition of the challenges of managing systems of advice. These themes help facilitate continued engagement with persistent challenges linked to adequate policy capacity, the role of the public service advice, and question of rigour, legitimacy, and the democratic contexts of policy advising.
Points for practitioners
Technological innovations and turbulent governance arrangements have renewed debates around technocracy, democratic control and participation, the role of evidence, and normative and ethical considerations inherent in the generation and use of policy advice.
Policy capacity remains important for well-functioning policy advisory systems. It has itself become multifaceted reflecting not only important differences in types of expertise and policy advice, but also concerns around its management and deployment in varying governance contexts.
The competencies required for policy workers inside and outside of government should reflect changes in the role of expertise and evolving systems of policy advice.
{"title":"Expertise, policy advice, and policy advisory systems in an open, participatory, and populist era: New challenges to research and practice","authors":"Jonathan Craft, Brian Head, Michael Howlett","doi":"10.1111/1467-8500.12630","DOIUrl":"10.1111/1467-8500.12630","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>This article examines the themes of policy advice, expertise, and policy advisory systems. It argues that persistent challenges and more emergent trends involving their intersection can be effectively understood through the lenses of <i>instrumentality</i>, <i>authority</i>, and <i>adaptability</i>. In the wake of renewed questions about the continued viability of longstanding public administration advisory arrangements, these themes help locate new pressures on those arrangement such as those linked to technological developments, shifting conceptions of expertise, and growing recognition of the challenges of managing systems of advice. These themes help facilitate continued engagement with persistent challenges linked to adequate policy capacity, the role of the public service advice, and question of rigour, legitimacy, and the democratic contexts of policy advising.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>Technological innovations and turbulent governance arrangements have renewed debates around technocracy, democratic control and participation, the role of evidence, and normative and ethical considerations inherent in the generation and use of policy advice.</li>\u0000 \u0000 <li>Policy capacity remains important for well-functioning policy advisory systems. It has itself become multifaceted reflecting not only important differences in types of expertise and policy advice, but also concerns around its management and deployment in varying governance contexts.</li>\u0000 \u0000 <li>The competencies required for policy workers inside and outside of government should reflect changes in the role of expertise and evolving systems of policy advice.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"83 2","pages":"143-155"},"PeriodicalIF":2.1,"publicationDate":"2024-04-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8500.12630","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140600109","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Ariella Meltzer, Martin Loosemore, Jo Barraket, Robyn Keast, Abigail Powell, Kristy Muir, George Denny‐Smith
In Australia, 9.4% of young people aged 15–24 are unemployed, more than double the national rate. The national employment services system in Australia has, however, not successfully tackled this issue. While some wraparound programs have been implemented to better address young people's needs, most are designed to find young people any job rather than being tailored towards a specific career. Despite governments encouraging solutions that involve cross‐sector collaboration with private businesses, the potential of industry‐specific solutions has been less well‐explored. Addressing this gap, this paper presents an in‐depth case study of how one major Australian construction company has implemented an industry‐specific collaborative wraparound program to address youth unemployment, called the Connectivity Centre model (CCM). The paper discusses the features of this model that make it distinctive compared to other programs supporting young people's employment. It also discusses how the policy context of social procurement (policies generating social value through procurement processes) and cross‐sector collaboration incentivise the model. The policy implications are explored, highlighting how models like the CCM offer a complementary alternative to other unemployment supports available to young jobseekers in Australia.Points for practitionersSocial procurement policies incentivise private companies’ involvement in youth unemployment programs, including utilising their cross‐sector networks.Private companies’ involvement enables youth unemployment programs that reflect the same benefits as wraparound programs in intensive/personalised support while providing more industry specificity.This set of characteristics is unique and complementary within Australia's youth unemployment support landscape.
{"title":"The role of social procurement policies and cross‐sector partnerships in addressing youth unemployment: A construction industry case study from Australia","authors":"Ariella Meltzer, Martin Loosemore, Jo Barraket, Robyn Keast, Abigail Powell, Kristy Muir, George Denny‐Smith","doi":"10.1111/1467-8500.12635","DOIUrl":"https://doi.org/10.1111/1467-8500.12635","url":null,"abstract":"<jats:label />In Australia, 9.4% of young people aged 15–24 are unemployed, more than double the national rate. The national employment services system in Australia has, however, not successfully tackled this issue. While some wraparound programs have been implemented to better address young people's needs, most are designed to find young people <jats:italic>any</jats:italic> job rather than being tailored towards a specific career. Despite governments encouraging solutions that involve cross‐sector collaboration with private businesses, the potential of industry‐specific solutions has been less well‐explored. Addressing this gap, this paper presents an in‐depth case study of how one major Australian construction company has implemented an industry‐specific collaborative wraparound program to address youth unemployment, called the Connectivity Centre model (CCM). The paper discusses the features of this model that make it distinctive compared to other programs supporting young people's employment. It also discusses how the policy context of social procurement (policies generating social value through procurement processes) and cross‐sector collaboration incentivise the model. The policy implications are explored, highlighting how models like the CCM offer a complementary alternative to other unemployment supports available to young jobseekers in Australia.Points for practitioners<jats:list list-type=\"bullet\"> <jats:list-item>Social procurement policies incentivise private companies’ involvement in youth unemployment programs, including utilising their cross‐sector networks.</jats:list-item> <jats:list-item>Private companies’ involvement enables youth unemployment programs that reflect the same benefits as wraparound programs in intensive/personalised support while providing more industry specificity.</jats:list-item> <jats:list-item>This set of characteristics is unique and complementary within Australia's youth unemployment support landscape.</jats:list-item> </jats:list>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"94 1","pages":""},"PeriodicalIF":2.2,"publicationDate":"2024-04-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140600069","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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