Webpages tagged with «public administration»
In this paper Morten Egeberg and Jarle Trondal argue that EU agencies which might be able to act relatively independently of national governments and the Council, would contribute to executive centre formation at the European level, and thus to further transformation of the current political-administrative order.
ARENA Working Paper 12/2010 (pdf)
Morten Egeberg and Jarle Trondal
In this paper, based on a large-N elite survey among Norwegian agency officials, the authors show that agency autonomy, agency influence and inter-institutional coordination seem to be relatively unaffected by agency site.
ARENA Working Paper 03/2010 (pdf)
Morten Egeberg and Jarle Trondal
In this essay Johan P. Olsen questions the analytical value of ‘autonomy’ as detachment-from-politics and the apolitical dynamics of change assumed by NPM reformers; that is, reforms understood and justified solely in terms of their contribution to functional efficiency and economy and a good and sustainable government. He aims aims to make sense of the processes through which institutions, democratic government included, achieve and lose autonomy or primacy and why it is difficult to find a state of equilibrium between democratic government and institutional autonomy.
ARENA Working Paper 01/2009 (pdf)
Johan P. Olsen
In this paper the authors examine empirically the degree of involvement of scientists in EU decision making. In addition they examine a set of conditions that affects the likelihood for scientists to be involved in EU decision making.
ARENA Working Paper 05/2010 (pdf)
Åse Gornitzka and Ulf Sverdrup
In this paper the author asks how the EU is utilizing national bureaucracies and finds evidence of Europeanization of maritime inspections, adding to the body of evidence suggesting a new international, multilevel administrative order with stronger traits of direct implementation is emerging.
ARENA Working Paper 04/2010 (pdf)
Christer Gulbrandsen
In this paper Johan P. Olsen asks how we can make sense of New Public Management (NPM) inspired autonomy reforms. He looks at the last three decades and how many public sector reforms have aimed at giving administrative agencies and non-majoritarian institutions more autonomy from majority-based institutions and common sets of rules.
ARENA Working Paper 20/2008 (pdf)
Johan P. Olsen
In this paper Egeberg and Heskestad 'unpack' the demographic composition in terms of nationality of the three latest commissions’ cabinets. Based on studies of comparable phenomena, they find reason to believe that decomposition of a particular demographical cluster within an organisational unit reduces the impact of such demographical factors on officials’ decision behaviour.
ARENA Working Paper 25/2008 (pdf)
Morten Egeberg and Andreas Heskestad
This article addresses the study of public administration and how this is brought back into the study of European integration and European Union (EU) governance.
ARENA Working Paper 07/2007 (pdf)
Jarle Trondal
What is the relevance of bureaucratic organization to the studies of democratic governance today? With Max Weber as point of departure, this paper discusses the fruitfulness of bureaucracy to political analysis. With regards to empirics, furthermore, the paper argues that bureaucracy as method of governance is far more viable than the market and network paradigms suggest.
ARENA Working Paper 10/2005 (pdf)
Johan P. Olsen
This article looks more closely at administrative decentralization by the creation of quasi-autonomous agencies. Strategically located, agencies are typically perceived as constituents of an evolving EU networked-administrative system; whether this argument holds truth is evaluated against a case study of EU competition policy.
ARENA Working Paper 05/2005 (pdf)
Øivind Støle
Strengthening of European integration has also had administrative implications, such as the development of a networked-administrative system where national agencies serve simultaneously the Commission and national authorities. The paper discusses the development of such a structure of cross-cutting cleavages and loyalties, focusing on the case of the Danish IT and Telecom Agency.
ARENA Working Paper 03/2005 (pdf)
Gitte Hyttel Nørgård
