- School of Social and Political Sciences - Research Publications
School of Social and Political Sciences - Research Publications
Permanent URI for this collection
3 results
Filters
Reset filtersSettings
Statistics
Citations
Search Results
Now showing
1 - 3 of 3
-
ItemInnovation and innovators inside government: From institutions to networksConsidine, M ; Lewis, JM (WILEY, 2007-10)Innovation and innovators inhabit an institutional space, which is partially defined by formal positions and partially by informal networks. This article investigates the role of politicians and bureaucrats in fostering innovation inside government and provides an empirical explanation of who the innovators are, whether this is mostly an attribute of position or role, or mostly an effect of certain forms of networking. The study uses original data collected from 11 municipal governments in Australia in order to define and describe the normative underpinnings of innovation inside government and to show the importance of advice and strategic information networks among politicians and senior bureaucrats (n = 947). Social network analysis is combined with conventional statistical analysis in order to demonstrate the comparative importance of networks in explaining who innovates.
-
ItemNetworks and interactivity: making sense of front-line governance in the United Kingdom, the Netherlands and AustraliaCONSIDINE, M ; LEWIS, JM (Informa UK Limited, 2003-03-01)
-
ItemBureaucracy, network, or enterprise? Comparing models of governance in Australia, Britain, The Netherlands, and New ZealandConsidine, M ; Lewis, JM (BLACKWELL PUBLISHERS, 2003-01-01)Theories of democratic government traditionally have relied on a model of organization in which officials act impartially, accept clear lines of accountability and supervision, and define their day–to–day activities through rules, procedures, and confined discretion. In the past 10 years, however, a serious challenge to this ideal has been mounted by critics and reformers who favor market, network, or “mixed–economy” models. We assess the extent to which these new models have influenced the work orientations of frontline staff using three alternative service types—corporate, market, and network—to that proposed by the traditional, procedural model of public bureaucracy. Using surveys of frontline officials in four countries where the revolution in ideas has been accompanied by a revolution in methods for organizing government services, we measure the degree to which the new models are operating as service–delivery norms. A new corporate–market hybrid (called “enterprise governance”) and a new network type have become significant models for the organization of frontline work in public programs.