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New Agenda (new + agenda)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	50%

Selected Abstracts

From Competition to Collaboration in Public Service Delivery: A New Agenda for Research

PUBLIC ADMINISTRATION, Issue 1 2005
Tom Entwistle
Competition was one of the guiding threads of public policy under the Conservative Governments of the 1980s and 1990s. But whereas the Conservatives looked to the market primarily for the disciplining and economizing effects of competition, the Labour Government sees the market as a source of innovation and improvement. Following a brief description of these different perspectives, this paper identifies three avenues deserving of further inquiry: the costs and benefits of high trust interorganizational relationships; the way in which partnerships combine the competencies of different sectors; and finally, the extent to which the new partnerships transform public service delivery. [source]

Making Movies Matter or Whatever Happened to the Sabre-Tooth Curriculum?

INTERNATIONAL JOURNAL OF ART & DESIGN EDUCATION, Issue 3 2001
Cary Bazalgette
This paper argues that media education has developed its own orthodoxies that are preventing it both from addressing the realities of the media as they exist today, and from being taken seriously by policy-makers. The example of Making Movies Matter, the 1999 report of the Film Education Working Group, shows how a policy-making ,window' can be exploited, not only to make new arguments for media education, but also to construct new frameworks for teaching and learning. The report had also provided the British Film Institute with a new agenda for UK-wide activities designed to develop education about the moving image media. A version of this paper was originally presented at the Summit 2000 conference in Toronto, Canada, in May 2000. [source]

The Future of Japanese Manufacturing in the UK

JOURNAL OF MANAGEMENT STUDIES, Issue 8 2002
Glenn Morgan
The expansion of Japanese FDI into the UK manufacturing sector during the 1980s and early 1990s gave rise to the debate on the Japanization of British industry. The paper argues that this debate was constructed from a Western perspective. It did not locate the strategies and structures of Japanese subsidiaries within the broader context of how Japanese multinational corporations were evolving in this period. The necessity to look at these issues from a more global perspective is reinforced by the changes which have occurred since the mid 1990s in the environment for Japanese multinationals. The global economy offers more choices to firms about their location as well as facing them with a more competitive environment. In the Japanese case, this is leading to a growing differentiation between standardized mass production (which can be located in Asia and Eastern Europe) and science,led sectors of industrial production (which necessitate location near to centres of research and development expertise in the USA and Europe). This means that Japanese firms are reconsidering the strategy and structure of their subsidiaries in the UK. Standardized mass production will only survive in the UK as long as costs can be pushed further down and productivity increased, both of which are difficult conditions to meet given possibilities elsewhere in the world for cheap mass production. The growing area of investment will be in science,based manufacturing, though here the UK will be competing against the USA and Germany for Japanese investment. Here, however, the organizational and management characteristics of Japanese subsidiaries will make the necessary connections with local managers and local networks of expertise difficult to achieve. Thus Japanese subsidiaries in the UK are in a period of prolonged uncertainty about their role in the future. These changes open up the necessity for a new agenda of research which goes beyond the Japanization approach and is concerned with the organization and management of Japanese multinationals in an era of global competition. [source]

New Labour's Third Way: pragmatism and governance

BRITISH JOURNAL OF POLITICS & INTERNATIONAL RELATIONS, Issue 3 2000
Michael Temple
The article critically examines New Labour's development of the concept of the Third Way. Despite the apparent centrality of ,social democracy' to the Third Way, it is proposed that a more pragmatic approach dominates, in that outputs and not ideology are driving the new agenda of governance under New Labour. This is seen to have its roots in the new ways of working the party has embraced in local governance, where public?,private partnerships have become the norm and a new ethos of public service has emerged. In contrast with the top-down approach to setting output targets favoured by Tony Blair, the Third Way offers the possibility of a more experimental, pragmatic and decentralised decision-making process,and the local governance network (with elected local councils as pivotal and legitimising actors) is presented as the ideal agent to deliver this. [source]