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| Title | Authors | Abstract | Citations | References |
| 1 | The “new public management” in the 1980s: Variations on a theme | Christopher Hood | Changes in public sector accounting in a number of OECD countries over the 1980s were central to the rise of the “New Public Management” (NPM) and its associated doctrines of public accountability and organizational best practice. This paper discusses the rise of NPM as an alternative to the tradition of public accountability embodied in progressive-era public administration ideas. It argues that, in spite of allegations of internationalization and the adoption of a new global paradigm in public management, there was considerable variation in the extent to which different OECD countries adopted NPM over the 1980s. It further argues that conventional explanations of the rise of NPM (“Englishness”, party political incumbency, economic performance record and government size) seem hard to sustain even from a relatively brief inspection of such cross-national data as are available, and that an explanation based on initial endowment may give us a different perspective on those changes. | 2200 | |
| 2 | Public Value Management | Gerry Stoker | The aim of this article is to clarify the nature of the management style most suited to the emergence of networked governance. The paradigms of traditional public administration and new public management sit uncomfortably with networked governance. In contrast, it is argued the public value management paradigm bases its practice in the systems of dialogue and exchange that characterize networked governance. Ultimately, the strength of public value management is seen to rest on its ability to point to a motivational force that does not solely rely on rules or incentives to drive public service practice and reform. People are, it suggests, motivated by their involvement in networks and partnerships, that is, their relationships with others formed in the context of mutual respect and shared learning. Building successful relationships is the key to networked governance and the core objective of the management needed to support it. | 656 | |
| 3 | The Dynamics of Political Control of the Bureaucracy | B. Dan Wood, Richard W. Waterman | A new paradigm of political-bureaucratic relations emerged through the 1980s holding that U.S. democratic institutions continuously shape nonelective public bureaucracies. Several empirical studies support the paradigm with evidence suggestive of political manipulation but none reveals the scope or specific mechanisms of political control. We explore the dynamics of political control of the bureaucracy explicitly to determine the scope and mechanisms. We examine output time series from seven different public bureaucracies for responsiveness to political tools applied in the late Carter and early Reagan administrations. We find responsiveness in all seven cases. The evidence also shows that political appointments—a shared power of the president and Congress—is the most important instrument of political control; changing budgets, legislation, congressional signals, and administrative reorganizations are less important. These findings confirm intuitive assertions by institutional scholars and suggest a method of “policy monitoring” that could enhance future democratic control of the bureaucracy. | 373 | |
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Political Institutions and Corruption: The Role of Unitarism and Parliamentarism | John Gerring, Strom C. Thacker | A raft of new research on the causes and effects of political corruption has emerged in recent years, in tandem with a separate, growing focus on the effects of political institutions on important outcomes such as economic growth, social equality and political stability. Yet we know little about the possible role of different political institutional arrangements on political corruption. This article examines the impact of territorial sovereignty (unitary or federal) and the composition of the executive (parliamentary or presidential) on levels of perceived political corruption cross-nationally. We find that unitary and parliamentary forms of government help reduce levels of corruption. To explain this result, we explore a series of seven potential causal mechanisms that emerge out of the competing centralist and decentralist theoretical paradigms: 1) openness, transparency and information costs, 2) intergovernmental competition, 3) localism, 4) party competition, 5) decision rules, 6) collective action problems, and 7) public administration. Our empirical findings and our analysis of causal mechanisms suggest that centralized constitutions help foster lower levels of political corruption. | 240 | |
| 5 | Community health workers can be a public health force for change in the United States: three actions for a new paradigm. | Hector Balcazar, E Lee Rosenthal, J Nell Brownstein, Carl H Rush, Sergio Matos, Lorenza Hernandez | Community health workers (CHWs) have gained increased visibility in the United States. We discuss how to strengthen the roles of CHWs to enable them to become collaborative leaders in dramatically changing health care from “sickness care” systems to systems that provide comprehensive care for individuals and families and supports community and tribal wellness. We recommend drawing on the full spectrum of CHWs’ roles so that they can make optimal contributions to health systems and the building of community capacity for health and wellness. We also urge that CHWs be integrated into” community health teams” as part of “medical homes” and that evaluation frameworks be improved to better measure community wellness and systems change. | 146 | |
| 6 | The Portuguese government cloud services, deployment and management framework | José Gomes, Luisa Domingues | In the context of shared services implementation within the Portuguese public administration a new initiative named Governmental Open Cloud (GO-Cloud) has emerged. The GO-Cloud initiative implementation overlays the double objective of establishing a technological platform that will leverage the shared services adoption spreading among public administration entities, concerning both the already deployed financial and budgetary management solution and the shared human resource management solution, and the provisioning of ICT resources and services in a more flexible and effective way. The Portuguese shared services solution is based on a service-oriented architecture which facilitates the adoption and integration of the cloud computing paradigm and the relating short term expected economical and structural benefits concerning both governmental efficiency and effectiveness. Two of the major risks concerning GO-Cloud are the relative lack of maturity of cloud computing technology and standards as well as the cultural and organizational change it introduces within public administration universe of more than 510,000 employees. In order to properly deal with these threats two initiatives have been taken: 1) at the technical level to build an open cloud based on existing technologies and interconnection standards; 2) at the management level to develop a governance model able to address and support its implementation, development and management. This paper focuses in both aspects: the GO-Cloud services architecture and its respective deployment and governance models. The deployment model is inspired in the web services paradigm and the management model deploys the Shared Services Analysis Model (SSAM) to the cloud in a three-layer management approach (strategy, business and operation). | 121 | |