Barzelay, Michael and Jacobson, Anne Sofie (2009) Theorizing implementation of public management policy reforms: a case study of strategic planning and programming in the European Commission. Governance, 22 (2). pp. 319-334. ISSN 0952-1895
Full text not available from this repository.Abstract
As a measure to rectify the European Commission's “management deficit,” the institution's authorities decided to introduce new forms of commission-wide strategic planning and programming in 2000. Drawing on semistructured interviews with Commission officials, this article tracks the key turning points, trajectories, and outcomes of events within the implementation stage of this part of the Commission managerial reform. As an instrumental case study, the article begins to theorize the process of implementing public management policy change. Major conceptual issues addressed include how reform decisions serve to activate the social mechanism of actor certification and how actor conduct amplifies such certification. Actor certification provides a link from reform choices to organizational change. In this respect and others, the research argument contrasts and integrates social theory mind-sets deriving from institutionalism and social interactionism (processualism) in line with research trends in historical sociology, organization science, and public management.
| Item Type: | Article |
|---|---|
| Official URL: | http://www.wiley.com/bw/journal.asp?ref=0952-1895 |
| Additional Information: | © 2009 Wiley Periodicals Inc. |
| Divisions: | Government Public Policy Group Centre for Analysis of Risk & Regulation |
| Subjects: | J Political Science > JN Political institutions (Europe) |
| Date Deposited: | 28 Jan 2011 10:56 |
| Last Modified: | 05 Jan 2024 05:45 |
| URI: | http://eprints.lse.ac.uk/id/eprint/31836 |
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