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Public Administration (public + administration)
Terms modified by Public Administration Selected AbstractsSCHOLARLY COLLABORATION AND PRODUCTIVITY PATTERNS IN PUBLIC ADMINISTRATION: ANALYSING RECENT TRENDSPUBLIC ADMINISTRATION, Issue 3 2010ELIZABETH A. CORLEY Previous studies have confirmed the interdisciplinary nature of the field of public administration (Mosher 1956; Ventriss 1991; Forrester 1996; Rodgers and Rodgers 2000; Schroeder et al. 2004) and encouraged the exploration of one important indicator of interdisciplinarity: research collaboration. One way that collaboration patterns are explored is through the study of co-authorship among faculty members (Smart and Bayer 1986; Forrester 1996; Katz and Martin 1997). In the field of public administration, studies on co-authorship and productivity of scholars are sparse. In this article, we use bibliometric data to explore collaboration patterns as they relate to productivity levels and quality of publications within the field of public administration. Our study finds that more productive scholars, as well as those with the highest impact, are less likely to collaborate than their colleagues. Our results also indicate that there are gender differences in collaboration patterns and productivity within the field of public administration. [source] Sustainable Development for Public Administration , By Denise Zeynep Leuenberger and John R. BartleGOVERNANCE, Issue 2 2010FRED THOMPSONArticle first published online: 24 MAR 2010 First page of article [source] Crisis and Organisational Paralysis: The Lingering Problem of Korean Public AdministrationJOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 1 2001Jong S. Jun This essay argues that the Korean crisis is caused by the enduring problems of administrative culture, such as central control of decision-making, corruption, passive learning, moral decay, and a lack of self-governance and autonomy of administrators. The crisis has brought organisational paralysis because public administrators are not capable of responding to and coping with the crisis situation. The authors state that solutions to these problems are difficult and require strategies beyond short-term, instrumental solutions because change involves education and raising consciousness of public servants at all levels. [source] International Institute of Administrative Sciences: The Past 80 Years and the Global Future of Public AdministrationPUBLIC ADMINISTRATION REVIEW, Issue 4 2010Chester A. Newland First page of article [source] Introduction to the Special Issue on Comparative Chinese/American Public AdministrationPUBLIC ADMINISTRATION REVIEW, Issue 2009Marc Holzer In the field of public administration practice, China has a history of several thousand years, whereas the United States has a much shorter history of hundreds of years of governance. In terms of the scholarly development of public administration in China, the roots of those intellectual resources can be traced far back, to Confucius's ideology of governance and the ancient development of a civil service system some 2,000 years ago. In terms of the systematic development of public administration as an independent subject of learning, however, the United States has been a leader worldwide. Public administration as a discipline in the United States dates back to the late nineteenth century, with extensive scholarly research and publications in the early twentieth century (Follett 1926; Goodnow 1900; Taylor 1912; Weber 1922; White 1926). In the Chinese context, although there were occasional studies of public administration in the first half of the twentieth century, systematic study was deferred until the middle of the 1980s. They were only truly continued following the official launch of master of public administration degree programs at the beginning of the twenty-first century. In this respect, China was a latecomer, and Chinese scholars almost always date the study and scholarship in this field to about 1980. Over the past eighty years or so, the United States has established more than 200 MPA and related programs, while China has founded 100 MPA programs in just the past eight years. Recognizing the urgent need for MPA training, China is trying to catch up to the demand for social development and societal transition. Considering that China has a population of 1.3 billion, compared to a population of 300 million in the United States, it looks as if there is great potential for China to expand its MPA programs. [source] An Administrative Manifesto for Survival in the Twenty-First CenturyPUBLIC ADMINISTRATION REVIEW, Issue 6 2009Hasan Danaee Fard Professor Ali Farazmand has written a manifesto for administrative action in an effort to improve public governance and administration capacity not only for today but also for tomorrow, which is highly volatile and uncertain. Farazmand's earlier works, especially his essay "Globalization and Public Administration" (PAR, November/December 1999), are familiar to many students and scholars in public administration around the world. [source] Equity at the Intersection: Public Administration and the Study of GenderPUBLIC ADMINISTRATION REVIEW, Issue 3 2009Domonic A. Bearfield While gender has emerged as an important research subject, the development of a feminist theory has been slow. This paper calls for a commitment to the development of a feminist theory of public administration. As part of this development, the author argues that the field also must embrace research focused on the intersection of multiple identity categories such as race and class. [source] Wisdom in Public Administration: Looking for a Sociology of Wise PracticePUBLIC ADMINISTRATION REVIEW, Issue 4 2008David Rooney This article explores a sociological account of practical wisdom in public administrations. Very little research on contemporary applications of wisdom exists, and what research there is has a cognitive bias, largely ignoring sociology. For public organizations to create the conditions for wise practice within themselves and within individual administrators, an understanding of the social relational structures and processes that build and sustain practical wisdom is crucial. Furthermore, given that there is an aesthetic dimension to practical wisdom, an aesthetics-based approach to sociology of organizational wisdom provides a useful starting point in this sociological project. Aesthetics raises important issues of communicative action and discourse that address social relations and their structures and processes. Finally, a research agenda that explores these structural and processual issues in public administration is canvassed. [source] Public Administration as Pragmatic, Democratic, and ObjectivePUBLIC ADMINISTRATION REVIEW, Issue 2 2008David L. Hildebrand In the foregoing essay, Patricia M. Shields argues that public administration and administrators should support a much greater incorporation of classical pragmatism than has been the case to date. This paper supports that conclusion by focusing on classical pragmatism's central benefit to public administration: its ability to provide the field with a claim to objectivity that it badly needs, but which Shields barely mentions. It shows how objectivity is closely connected to a pragmatic conception of democracy, and how this conception of democracy is diametrically opposed to one built on a fact/value (or administration/politics) dichotomy. [source] Searching for Answers by Retracing the Roots of Public Administration and Looking to EconomicsPUBLIC ADMINISTRATION REVIEW, Issue 1 2008Donald J. Savoie First page of article [source] Religion, Spirituality, and the Workplace: Challenges for Public AdministrationPUBLIC ADMINISTRATION REVIEW, Issue 1 2007Stephen M. King The relationship between religion and politics in the United States is a much-studied academic area, particularly evident in political institutional and behavioral venues such as interest groups, electoral behavior, and political culture. One academic area that has not received much attention is the influence of religion on public administration. Recently, however, public administration scholars have begun to mimic their counterparts in the business world by examining the role of religion and spirituality in the public workplace, especially with regard to organizational performance, ethical behavior patterns, decision making, and the personal spiritual health of employees. This article examines the role and impact of religion and spirituality in the workplace, reviews court cases and political measures regarding religious expression in the public sector, explores a private sector model to explain the interrelationship between religion and spirituality in the public workplace, and challenges public administrators to consider the positive role that religion and spirituality can play in the public workplace. [source] The Dilemma of the Unsatisfied Customer in a Market Model of Public AdministrationPUBLIC ADMINISTRATION REVIEW, Issue 1 2005Janet M. Kelly The relationship between administrative service performance and citizen satisfaction has been assumed, but not demonstrated, in the application of market models to public service delivery. Although the citizen satisfaction literature cautions that the link between objective and subjective measures of service quality is tenuous at best, public-sector professional organizations define a managerial focus on objective measures of service performance as accountability to citizens for outcomes. What if we're wrong? [source] Routes to Scholarly Success in Public Administration: Is There a Right Path?PUBLIC ADMINISTRATION REVIEW, Issue 1 2004Larry Schroeder The Successful Scholars Project examined the determinants of successful public administration scholars. We surveyed the top 89 public administration scholars alive today (nominated by leaders of five national organizations) and asked them to rank a set of characteristics and behaviors that may have helped them achieve their success. We then analyzed the curricula vitae of 63 of the scholars. This article reports our study's findings and the recommendations of our successful scholars. Scholars heralded good methodological training and quality mentoring as significant. For research, choosing important, cutting-edge issues to write about, not following fads, being oneself, and publishing quality works were touted as important. Presenting research at national conferences also was highly recommended (while chairing committees and serving as discussants were not). Most scholars recommended steering away from administrative positions and university politics. We conclude with lessons for budding public administration scholars as well as lessons for designing public administration doctoral programs. [source] From Responsiveness to Collaboration: Governance, Citizens, and the Next Generation of Public AdministrationPUBLIC ADMINISTRATION REVIEW, Issue 5 2002Eran Vigoda The evolution of the New Public Management movement has increased pressure on state bureaucracies to become more responsive to citizens as clients. Without a doubt, this is an important advance in contemporary public administration, which finds itself struggling in an ultradynamic marketplace. However, together with such a welcome change in theory building and in practical culture reconstruction, modern societies still confront a growth in citizens' passivism; they tend to favor the easy chair of the customer over the sweat and turmoil of participatory involvement. This article has two primary goals: First to establish a theoretically and empirically grounded criticism of the current state of new managerialism, which obscures the significance of citizen action and participation through overstressing the (important) idea of responsiveness. Second, the article proposes some guidelines for the future development of the discipline. This progress is toward enhanced collaboration and partnership among governance and public administration agencies, citizens, and other social players such as the media, academia, and the private and third sectors. The article concludes that, despite the fact that citizens are formal "owners" of the state, ownership will remain a symbolic banner for the governance and public administration,citizen relationship in a representative democracy. The alternative interaction of movement between responsiveness and collaboration is more realistic for the years ahead. [source] Some Unfinished Business in Public AdministrationPUBLIC ADMINISTRATION REVIEW, Issue 4 2002Philip Rutledge In July 1995, the American Society for Public Administration's Endowment Board established the Donald C. Stone Fund to honor the memory of this public administration legend. Income from this fund is used to sponsor a lecture or symposium at ASPA's national conference, which reflects Stone's varied interests and contributions to the field. This year marked the seventh Donald C. Stone Lecture. On March 26, Philip Rutledge was ASPA's Stone Lecturer and gave the following speech. [source] Big Questions for a Significant Public AdministrationPUBLIC ADMINISTRATION REVIEW, Issue 2 2001John J. Kirlin During the 1999 "Building Bridges Tour" (see Stivers 2000), PAR readers encouraged the editors to focus more attention on the so-called "Big Questions/Big Issues" of the field of public administration. In response to this suggestion, we created a new forum for scholarly discourse simply called "Big Questions/Big Issues." This inaugural forum begins with a context setting essay by John Kirlin,a leading proponent of the Big Questions/Big Issues perspective. Kirlin' essay is immediately followed by Laurence E. Lynn Jr.'s thought provoking piece, "The Myth of the Bureaucratic Paradigm: What Traditional Public Administration Really Stood For." Lynn' essay is important for it takes to task those who carelessly attack "traditional public administration." We asked J. Patrick Dobel (University of Washington), David Rosenbloom (American University), Norma Riccucci (State University of New York at Albany), and James Svara (North Carolina State) to respond to Lynn' essay. We invite PAR readers to join the conversation using PAR' message board online at ASPA's Online Community (http://www.memberconnections.com/aspa/) or by writing directly to theauthors and/or editors.,LDT [source] The Public Administration Review and Ongoing Struggles for ConnectednessPUBLIC ADMINISTRATION REVIEW, Issue 1 2000Chester A. Newland Facilitation of connectedness has been a fundamental role of the American Society for Public Administration (ASPA) and the Public Administration Review (PAR) throughout their six decades of professional service. Together, they have sought to link practitioners and academicians across subfields and varied levels of activities. As a foremost refereed journal, PAR has sought to encourage the linking of practice and theory through timely publication of methodologically disciplined research, informed analyses and commentaries, and constructive literature reviews and correspondence. These responsibilities have been persistently challenging. ASPA and PAR have served a dynamic field that has made some wrong turns and had others forced on it, resulting in failed autonomy, followed by increasing partisan politicization of governments and reduced reliance on professionally expert administration. For ASPA, it has created leadership and membership problems. For PAR, it has sometimes exacerbated difficulties in connecting practitioners and academicians, but it has also created more shared concerns as important subjects of inquiry. Challenges now are to serve both enduring and new spheres of the field that are afforded by international and domestic developments. Both ASPA and PAR are striving to do that. Globalization of public administration opens a world of opportunities today. Localization, as a fundamental of constitutional democracy, is a priority internationally, presenting an engaging paradox of global attention to both place and planet. That is linked in this commentary to the classic democracy-bureaucracy quandary that has constructively challenged public administration. While arrays of other important subjects, old and new, need to command attention in PAR, these are linked in this analysis to today's theory and practice of interdependent facilitative states to assess how the journal serves its responsibilities. [source] Governance in Government: A Modest ProposalTHE POLITICAL QUARTERLY, Issue 2 2005NICK MONCK This article recalls evidence in the Hutton and Butler reports about changes in decision-making procedures in government, including the role of Cabinet and of the Cabinet Office in supporting collective decisions; and the failure to circulate papers on Iraq to Cabinet or to use a cabinet committee. The government`s response has been largely intelligence-specific and evades the wider criticisms. This article makes the modest proposal that Parliament should impose standards of governance on governments that broadly match those already imposed, with government support, on the boards of private sector companies (based on the Combined Code of Corporate Governance and the Companies Act 1985). It would make sense for the Select Committee on Public Administration to work out and publish a specific proposal. The government would be asked to report after a year on action taken to improve governance standards. This proposal should be pursued after the election. [source] Inquiry into Local Government Responsibilities and FundingAUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION, Issue 4 2002Wilson Tuckey On 30 May 2002 I announced a major inquiry into local government. The inquiry is to be conducted by the multi,party House of Representatives Standing Committee on Economics, Finance and Public Administration. In this article I look at the background to the inquiry and at some of the things I hope it will achieve. [source] Poll Driven Government: A Review of Public Administration in 2001AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION, Issue 1 2002Narelle Miragliotta The approach of the Howard Coalition government to public administration in 2001 was consistent with the conventional wisdom that governments typically ,play it safe' in an election year. The government's preoccupation with winning a third term in office was a significant determinant of the policy responses of the government on a number of key issues. The events of 2001 serve as a vivid reminder that policy considerations are ultimately subject to the dictates of the electoral cycle. This is the sixth administrative essay publsihed in the journal since the editors resumed the administrative chronicles in 1996. Earlier administrative essays include J Stewart 55(1) 196; S Prasser 56(1) 1997; J Homeshaw 57(3) 1998; J Moon 58(2) 1999; C Broughton and J Chalmers 60(1) 2000. [source] Joe Galimberti and Canadian Public AdministrationCANADIAN PUBLIC ADMINISTRATION/ADMINISTRATION PUBLIQUE DU CANADA, Issue 4 2007Kenneth Kernaghan No abstract is available for this article. [source] Enduring, ephemeral and emerging issues in public administration in Canada: Trends in Canadian Public Administration over fifty years (1958,2007)CANADIAN PUBLIC ADMINISTRATION/ADMINISTRATION PUBLIQUE DU CANADA, Issue 4 2007Barbara Wake Carroll It is the 50th anniversary issue of the Journal, and it is the last issue to be published by the Institute of Public Administration of Canada. For this issue, we have not produced a "special issue" in the sense of commissioning particular articles. Instead, we have brought together a number of articles that were already in the "pipeline" but that the editors thought made a particular contribution to public administration in Canada. This introductory article, or editor's review, is a retrospective analysis of the content of the Journal. It would appear that while there has been a slight shift towards public policy and a greater concern with provincial and local administration, cpa has maintained an enduring interest in its core areas of administrative theory and political and legal institutions. The content is also compared with findings of the content of other journals and also other analyses of cpa. This review is followed by commentaries by former editors and associate editors on their experiences with the Journal. [source] The Institute of Public Administration of Canada/L'Institut d'administration publique du Canada Recipients of Vanier Medal/Récipiendaires de la médaille VanierCANADIAN PUBLIC ADMINISTRATION/ADMINISTRATION PUBLIQUE DU CANADA, Issue 4 2007Article first published online: 28 JUN 200 First page of article [source] Exporting governance: Lithuania adapts a Canadian policy management modelCANADIAN PUBLIC ADMINISTRATION/ADMINISTRATION PUBLIQUE DU CANADA, Issue 1 2005Gordon Evans A moribund policy management system offered scant hope for quick reversal. To break the impasse, Lithuania's prime minister negotiated a unique, CIDA-funded project to modernize their decision-making system by partnering with the Ontario Public Service and the Institute of Public Administration of Canada. Although slow to gain traction, inspired leadership by a new Lithuanian prime minister, his chancellor and government secretary re-energized efforts to adapt an Ontario policy management model, which endures today. The results, in terms of pace and scope of reform, were impressive. But did they make a difference? In the absence of useful public benchmarks from oecd governments, the project collaborated with the World Bank to develop its own set of indicators for each stage of the policy process. Two surveys, conducted in 2000 and 2002, revealed a dramatic turnaround, underscoring how major change can be quickly implemented when supported by determined leadership. This article reviews the project, the survey methodology and results. Given the centrality of Ontario to Lithuania's reform, the article concludes with a cursory exploration of whether the province applies its own best practices. The answer, not surprisingly, is that it does so, sometimes. Sommaire: Les efforts déployés par la Lituanie pour se joindre à l'Union européenne s'affaiblirent à la fin des années 1990. Un système moribond de gestion des politiques offrait peu d'espoir d'un revirement rapide. Pour mettre fin à l'impasse, le Premier ministre de la Lituanie a négocié un projet unique financé par lacdi pour moder-niser leur système de prise de décision, en établissant un partenariat avec la Fonction publique de l'Ontario et l'Institut d'administration publique du Canada. Même si ce projet fut lent à démarrer, un leadership inspiré par le nouveau Premier ministre litu-anien, son chancelier et secrétaire d'État relança les efforts pour adapter un modèle ontarien de gestion des politiques, qui se trouve toujours en place aujourd'hui. Les resultats, en termes de rapidité et de portée de la réforme, furent impressionnants. Mais ont-ils changé quelque chose? En l'absence de points de repère publics utiles de la part des gouvernements de locde, le projet a collaboré avec la Banque mondiale au développement de ses propres indicateurs pour chaque étape du processus de politique. Deux enquêtes, menées en 2000 et 2002, ont révélé un redressement remar-quable, soulignant comment un changement majeur peut être rapidement mis en ceuvre lorsqu'il a I'appui d'un leadership déterminé. Cet article passe en revue le projet, la méthodologie et les résultats des enquêtes. Étant donné la grande importance de l'Ontario dans la réforme de la Lituanie, en conclusion, l'article examine brièvement si la province applique elle-même ses meilleures pratiques. La réponse, qui n'est pas surprenante, est que oui, elle les applique,Parfois. [source] Perils of religion: need for spirituality in the public spherePUBLIC ADMINISTRATION & DEVELOPMENT, Issue 2 2006Paul Collins Abstract On both sides of the Atlantic, there is increased professional concern over roles in international public sector management,whether those of the policy makers, administrators or consultants. Growing numbers across many sectors feel an unprecedented crisis of identity and integrity. In international development, institutions often find themselves subordinated to the military in ever increasing conflict situations (the ,development-security complex'). Locally, the global tendency is for public administration to be ,re-engineered' on the basis of so-called ,market' values (the ,New Public Administration'). Private sector management models are, nevertheless, hardly exemplary. Corporate greed and scandals proliferate in a world featuring increasing poverty extremes, resurgence of old or advent in new diseases (e.g. HIV/Aids), environmental degradation and racism. This article takes, as its starting point, the fact that the workplace has become an insecure and alienating environment. In pursuing the relationship between spirituality and religion, the article next distinguishes between, the dogmatic, institutionalised and potentially dangerous characteristics of many religions and the more intuitively contemplative character of spirituality with its stress on awareness of self, impact on others and feeling of universal connectedness. Bearing in mind the often extremism as well as variety of religions (as distinct from spirituality), the second section examines the interrelationship between the two. A number of models are advanced concerning relationships between belief, belonging, salvation and ritual. It is argued that attention needs to be given to the inner side of religion, which requires individuals to embark on a spiritual journey through contemplation and reflection, rather than the more visible side of religion expressed in ritual. In sum, spiritual dialogue is offered as a way forward and as a mechanism for building spiritual community through engagement. The final part of the article focuses on a trans-Atlantic spiritual engagement initiative. Faith-based discussion groups have been formed amongst business executives and professionals in USA (the Woodstock Business Conference promoted out of Georgetown University) and more recently in the City of London at the St Paul's Cathedral Institute (the Paternoster Pilot Group). These aim to develop more meaningful work orientation: rediscovery of higher purpose and its relevance to restoration of ethical business and public service values, as well as better integration of personal and social domains. Copyright © 2006 John Wiley & Sons, Ltd. [source] Introduction to the Special Issue on Comparative Chinese/American Public AdministrationPUBLIC ADMINISTRATION REVIEW, Issue 2009Marc Holzer In the field of public administration practice, China has a history of several thousand years, whereas the United States has a much shorter history of hundreds of years of governance. In terms of the scholarly development of public administration in China, the roots of those intellectual resources can be traced far back, to Confucius's ideology of governance and the ancient development of a civil service system some 2,000 years ago. In terms of the systematic development of public administration as an independent subject of learning, however, the United States has been a leader worldwide. Public administration as a discipline in the United States dates back to the late nineteenth century, with extensive scholarly research and publications in the early twentieth century (Follett 1926; Goodnow 1900; Taylor 1912; Weber 1922; White 1926). In the Chinese context, although there were occasional studies of public administration in the first half of the twentieth century, systematic study was deferred until the middle of the 1980s. They were only truly continued following the official launch of master of public administration degree programs at the beginning of the twenty-first century. In this respect, China was a latecomer, and Chinese scholars almost always date the study and scholarship in this field to about 1980. Over the past eighty years or so, the United States has established more than 200 MPA and related programs, while China has founded 100 MPA programs in just the past eight years. Recognizing the urgent need for MPA training, China is trying to catch up to the demand for social development and societal transition. Considering that China has a population of 1.3 billion, compared to a population of 300 million in the United States, it looks as if there is great potential for China to expand its MPA programs. [source] The Public Administration of ElectionsPUBLIC ADMINISTRATION REVIEW, Issue 5 2008Robert S. Montjoy The performance of election systems in the United States depends heavily on complex networks of people, tasks, organizations, and relationships, as well as the voting technology that has received so much attention since the presidential election of 2000. Public administration has much to contribute to our understanding of these systems. This article provides an overview of the field, highlighting linkages to theoretical approaches in public administration and emphasizing the importance of management in a brief case study. [source] The Myth of the Bureaucratic Paradigm: What Traditional Public Administration Really Stood ForPUBLIC ADMINISTRATION REVIEW, Issue 2 2001Laurence E. Lynn Jr. For a decade, public administration and management literature has featured a riveting story: the transformation of the field's orientation from an old paradigm to a new one. While many doubt claims concerning a new paradigm,a New Public Management,few question that there was an old one. An ingrained and narrowly focused pattern of thought, a "bureaucratic paradigm," is routinely attributed to public administration's traditional literature. A careful reading of that literature reveals, however, that the bureaucratic paradigm is, at best, a caricature and, at worst, a demonstrable distortion of traditional thought that exhibited far more respect for law, politics, citizens, and values than the new, customer-oriented managerialism and its variants. Public administration as a profession, having let lapse the moral and intellectual authority conferred by its own traditions, mounts an unduly weak challenge to the superficial thinking and easy answers of the many new paradigms of governance and public service. As a result, literature and discourse too often lack the recognition that reformers of institutions and civic philosophies must show how the capacity to effect public purposes and accountability to the polity will be enhanced in a manner that comports with our Constitution and our republican institutions. [source] "Publics" Administration and the Ethics of ParticularityPUBLIC ADMINISTRATION REVIEW, Issue 5 2003F. Neil Brady Ethical orientations that emphasize universal duties, ideals, and values are well known to public administrators. We pay attention to principle, policy, ideals, shared goals, and the provision of a variety of commonly held values, such as clean air and water, mosquito abatement, and public recreation. The word "public" often seems to be a synonym for "universal." However, this article explores particularity in ethics, especially as it applies to the life of the public servant. It identifies three distinct orientations that focus on the concrete,as opposed to the abstract,and it shows how the exceptional cases are not administrative problems; rather they provide a reality check for public administrators who suppose rules, plans, and programs to be their primary orientation toward the management of public concerns. [source] Does Administrative Corporatism Promote Trust and Deliberation?GOVERNANCE, Issue 4 2002Perola Öberg How corporatist arrangements actually work has not been empirically demonstrated, despite the theoretical focus on interest intermediation. This article investigates whether corporatism affects trust and deliberation in state activities, using Swedish public administration as a case study. First, it is doubtful that corporatism directly promotes trust among citizens, but it very likely promotes trust within and between the represented organizations. Second, interest,group representation cannot be understood as a process of strict delivering of positions adopted in advance. Preferences are often transformed in discussions where other interests are involved. Furthermore, the case investigated here shows that the decision,making process within a corporatist arrangement resembles deliberation, rather than negotiations between "contesting interests." [source] | ||||||||||||||||||||||||||||