Moynihan, Donald P. (2006):
Ambiguity in Policy Lessons: The Agencification Experience.
Public Administration 84(4): 1029-1050.
Please note: This page may contain data in Norwegian that is not translated to English.
Type of publication:
Tidsskriftsartikkel
Link to publication:
http://www.blackwell-synergy.com/doi/pdf/10.1111/j.1467-9299.2006.00625.x
Number of pages:
22
Language of publication:
Engelsk
Country of publication:
England/USA
NSD-reference:
2269
This page was last updated:
5/7 2007
Publikasjonens datagrunnlag:
- Kvalitativ
- Komparativ mellom land
- Komparativ mellom forvaltningsnivå
Land som er gjenstand for studien:
- Slovakia
- Storbritannia
- Sverige
Verkemiddel i den konstituerande styringa:
- 1.2 Endring i tilknytningsform
- 1.3 Privatisering/markedsretting
- 1.4 Finansiering
- 1.5 Lov- og regelverk
Verkemiddel i den operative styringa av ststlege verksemder:
- 2.1 Formell styringsdialog
Studieoppdrag:
- Forskning
Studietype:
- Effektstudie/implikasjoner/resultater
Type effekt:
- Samfunnseffektivitet
- Strukturelle og styringsmessige effektar
Sektor (cofog):
- Staten generelt
Summary:
The policy transfer literature identifi es the importance of context in shaping policy
selection. However, countries with distinctly different contexts are pursuing the
agencifi cation of the public sector. Why? The solution to this puzzle lies in the
ambiguity associated with public management ideas, which allows policy adopters
room to interpret management doctrines and experience. The result is that public
management ideas that carry the same identifying label can mask variation in the
understanding of the policy, the motivation for adoption and in implementation
outcomes. The process of interpretation allows policy-makers in different contexts
to: (1) adopt superfi cially similar policy concepts; (2) overlook negative experiential
learning that contradicts the policy doctrine; and (3) adopt policies unsuitable to the
national context.
Note:
Komparative studie av "Agencies" i England, Sverige og Slovakia.