'Joined Up' Local Governments? Restructuring and Reorganizing internal Management

Hilde Bjørnå, Donatella Casale, Gyorgy Hajnal, Miklos Rosta, Geraldine Robbins, Renate Meyer, Stephan Leixnering, Christian Schwab, Thomas Danken, Tobias Polzer

Publikation: KonferencebidragPaperForskningpeer review

Resumé

Reforms inspired by NPM have raised many challenges to governments, such as time lags between implementation and (any) results, fragmentation due to unbundling monolithic organizations and mediocre support from public sector stakeholders (Christensen/Lægreid 2007, Dunleavy et al. 2006, Hood/Dixon 2015). In addition, singular events like the current financial crisis (Peters 2011) shed a new light on previous reforms.
Today we find that 'Joined-up government' (JUG) modernization programs (as one strand of Post-NPM) are increasingly implemented as a reaction to the dysfunctionalities of NPM measures (6 2004). JUG involves an emphasis on coordinating governmental activities, for example through partnerships and horizontal governing approaches, to eliminate contradictions between different policies, and to deliver integrated and seamless services from a citizen’s perspective (Lægreid et al. forthc. 2015, Lægreid et al. 2014, Pollitt 2003).
A growing body of research analyses JUG initiatives in several countries, but often in the form of single-case studies with central government focus (see e.g. Talbot 2011 or Lægreid et al. 2014). On municipal level, however, there is only a scarce number of such studies and comparative studies are lacking. With this, we ask how can local JUG initiatives be explained and what lessons can be drawn from a comparative perspective?
Drawing on some components from the framework by Pollitt and Bouckaert (2011) for public management reforms, we analyse JUG reforms in six countries from different administrative traditions (Norway, Italy, Ireland, Hungary, Germany and Austria).
First results suggest that in the same way as NPM has claimed to be an “umbrella term for a collection of trends” (Van de Walle/Hammerschmid 2011: 191), also JUG reforms take multiple nuances and foci, for example one-stop-shops, often combined with e-government solutions (Norway, Italy, Hungary and Germany), public sector recentralisation and de-agencification (Ireland) or refined strategies for steering the ‘landscape of corporatized organizations‘ (Hungary and Austria).
OriginalsprogEngelsk
Publikationsdato2016
Antal sider39
StatusUdgivet - 2016
BegivenhedThe 20th Annual Conference of International Research Society for Public Management. IRSPM 2016 - City University of Hong Kong, Hong Kong
Varighed: 13 apr. 201615 apr. 2016
Konferencens nummer: 20
http://programme.exordo.com/irspm2016/

Konference

KonferenceThe 20th Annual Conference of International Research Society for Public Management. IRSPM 2016
Nummer20
LokationCity University of Hong Kong
LandHong Kong
Periode13/04/201615/04/2016
Internetadresse

Bibliografisk note

CBS Bibliotek har ikke adgang til materialet

Citer dette

Bjørnå, H., Casale, D., Hajnal, G., Rosta, M., Robbins, G., Meyer, R., ... Polzer, T. (2016). 'Joined Up' Local Governments? Restructuring and Reorganizing internal Management. Afhandling præsenteret på The 20th Annual Conference of International Research Society for Public Management. IRSPM 2016, Hong Kong.
Bjørnå, Hilde ; Casale, Donatella ; Hajnal, Gyorgy ; Rosta, Miklos ; Robbins, Geraldine ; Meyer, Renate ; Leixnering, Stephan ; Schwab, Christian ; Danken, Thomas ; Polzer, Tobias. / 'Joined Up' Local Governments? Restructuring and Reorganizing internal Management. Afhandling præsenteret på The 20th Annual Conference of International Research Society for Public Management. IRSPM 2016, Hong Kong.39 s.
@conference{243a4510f5744527ad75a820bada7e57,
title = "'Joined Up' Local Governments?: Restructuring and Reorganizing internal Management",
abstract = "eforms inspired by NPM have raised many challenges to governments, such as time lags between implementation and (any) results, fragmentation due to unbundling monolithic organizations and mediocre support from public sector stakeholders (Christensen/L{\ae}greid 2007, Dunleavy et al. 2006, Hood/Dixon 2015). In addition, singular events like the current financial crisis (Peters 2011) shed a new light on previous reforms. Today we find that 'Joined-up government' (JUG) modernization programs (as one strand of Post-NPM) are increasingly implemented as a reaction to the dysfunctionalities of NPM measures (6 2004). JUG involves an emphasis on coordinating governmental activities, for example through partnerships and horizontal governing approaches, to eliminate contradictions between different policies, and to deliver integrated and seamless services from a citizen’s perspective (L{\ae}greid et al. forthc. 2015, L{\ae}greid et al. 2014, Pollitt 2003).A growing body of research analyses JUG initiatives in several countries, but often in the form of single-case studies with central government focus (see e.g. Talbot 2011 or L{\ae}greid et al. 2014). On municipal level, however, there is only a scarce number of such studies and comparative studies are lacking. With this, we ask how can local JUG initiatives be explained and what lessons can be drawn from a comparative perspective? Drawing on some components from the framework by Pollitt and Bouckaert (2011) for public management reforms, we analyse JUG reforms in six countries from different administrative traditions (Norway, Italy, Ireland, Hungary, Germany and Austria). First results suggest that in the same way as NPM has claimed to be an “umbrella term for a collection of trends” (Van de Walle/Hammerschmid 2011: 191), also JUG reforms take multiple nuances and foci, for example one-stop-shops, often combined with e-government solutions (Norway, Italy, Hungary and Germany), public sector recentralisation and de-agencification (Ireland) or refined strategies for steering the ‘landscape of corporatized organizations‘ (Hungary and Austria).",
author = "Hilde Bj{\o}rn{\aa} and Donatella Casale and Gyorgy Hajnal and Miklos Rosta and Geraldine Robbins and Renate Meyer and Stephan Leixnering and Christian Schwab and Thomas Danken and Tobias Polzer",
note = "CBS Library does not have access to the material; null ; Conference date: 13-04-2016 Through 15-04-2016",
year = "2016",
language = "English",
url = "http://programme.exordo.com/irspm2016/",

}

Bjørnå, H, Casale, D, Hajnal, G, Rosta, M, Robbins, G, Meyer, R, Leixnering, S, Schwab, C, Danken, T & Polzer, T 2016, ''Joined Up' Local Governments? Restructuring and Reorganizing internal Management' Paper fremlagt ved The 20th Annual Conference of International Research Society for Public Management. IRSPM 2016, Hong Kong, 13/04/2016 - 15/04/2016, .

'Joined Up' Local Governments? Restructuring and Reorganizing internal Management. / Bjørnå, Hilde; Casale, Donatella; Hajnal, Gyorgy; Rosta, Miklos; Robbins, Geraldine; Meyer, Renate; Leixnering, Stephan; Schwab, Christian; Danken, Thomas; Polzer, Tobias.

2016. Afhandling præsenteret på The 20th Annual Conference of International Research Society for Public Management. IRSPM 2016, Hong Kong.

Publikation: KonferencebidragPaperForskningpeer review

TY - CONF

T1 - 'Joined Up' Local Governments?

T2 - Restructuring and Reorganizing internal Management

AU - Bjørnå, Hilde

AU - Casale, Donatella

AU - Hajnal, Gyorgy

AU - Rosta, Miklos

AU - Robbins, Geraldine

AU - Meyer, Renate

AU - Leixnering, Stephan

AU - Schwab, Christian

AU - Danken, Thomas

AU - Polzer, Tobias

N1 - CBS Library does not have access to the material

PY - 2016

Y1 - 2016

N2 - eforms inspired by NPM have raised many challenges to governments, such as time lags between implementation and (any) results, fragmentation due to unbundling monolithic organizations and mediocre support from public sector stakeholders (Christensen/Lægreid 2007, Dunleavy et al. 2006, Hood/Dixon 2015). In addition, singular events like the current financial crisis (Peters 2011) shed a new light on previous reforms. Today we find that 'Joined-up government' (JUG) modernization programs (as one strand of Post-NPM) are increasingly implemented as a reaction to the dysfunctionalities of NPM measures (6 2004). JUG involves an emphasis on coordinating governmental activities, for example through partnerships and horizontal governing approaches, to eliminate contradictions between different policies, and to deliver integrated and seamless services from a citizen’s perspective (Lægreid et al. forthc. 2015, Lægreid et al. 2014, Pollitt 2003).A growing body of research analyses JUG initiatives in several countries, but often in the form of single-case studies with central government focus (see e.g. Talbot 2011 or Lægreid et al. 2014). On municipal level, however, there is only a scarce number of such studies and comparative studies are lacking. With this, we ask how can local JUG initiatives be explained and what lessons can be drawn from a comparative perspective? Drawing on some components from the framework by Pollitt and Bouckaert (2011) for public management reforms, we analyse JUG reforms in six countries from different administrative traditions (Norway, Italy, Ireland, Hungary, Germany and Austria). First results suggest that in the same way as NPM has claimed to be an “umbrella term for a collection of trends” (Van de Walle/Hammerschmid 2011: 191), also JUG reforms take multiple nuances and foci, for example one-stop-shops, often combined with e-government solutions (Norway, Italy, Hungary and Germany), public sector recentralisation and de-agencification (Ireland) or refined strategies for steering the ‘landscape of corporatized organizations‘ (Hungary and Austria).

AB - eforms inspired by NPM have raised many challenges to governments, such as time lags between implementation and (any) results, fragmentation due to unbundling monolithic organizations and mediocre support from public sector stakeholders (Christensen/Lægreid 2007, Dunleavy et al. 2006, Hood/Dixon 2015). In addition, singular events like the current financial crisis (Peters 2011) shed a new light on previous reforms. Today we find that 'Joined-up government' (JUG) modernization programs (as one strand of Post-NPM) are increasingly implemented as a reaction to the dysfunctionalities of NPM measures (6 2004). JUG involves an emphasis on coordinating governmental activities, for example through partnerships and horizontal governing approaches, to eliminate contradictions between different policies, and to deliver integrated and seamless services from a citizen’s perspective (Lægreid et al. forthc. 2015, Lægreid et al. 2014, Pollitt 2003).A growing body of research analyses JUG initiatives in several countries, but often in the form of single-case studies with central government focus (see e.g. Talbot 2011 or Lægreid et al. 2014). On municipal level, however, there is only a scarce number of such studies and comparative studies are lacking. With this, we ask how can local JUG initiatives be explained and what lessons can be drawn from a comparative perspective? Drawing on some components from the framework by Pollitt and Bouckaert (2011) for public management reforms, we analyse JUG reforms in six countries from different administrative traditions (Norway, Italy, Ireland, Hungary, Germany and Austria). First results suggest that in the same way as NPM has claimed to be an “umbrella term for a collection of trends” (Van de Walle/Hammerschmid 2011: 191), also JUG reforms take multiple nuances and foci, for example one-stop-shops, often combined with e-government solutions (Norway, Italy, Hungary and Germany), public sector recentralisation and de-agencification (Ireland) or refined strategies for steering the ‘landscape of corporatized organizations‘ (Hungary and Austria).

M3 - Paper

ER -

Bjørnå H, Casale D, Hajnal G, Rosta M, Robbins G, Meyer R et al. 'Joined Up' Local Governments? Restructuring and Reorganizing internal Management. 2016. Afhandling præsenteret på The 20th Annual Conference of International Research Society for Public Management. IRSPM 2016, Hong Kong.