November 2023
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6 Reads
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2 Citations
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Publications (46)
March 2021
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97 Reads
Interest Groups & Advocacy
We discuss the background and context of the research that went into Jack Walker’s 1991 book, Mobilizing Interest Groups in America. Jack was uniquely situated to devise this research project, but it was also his reaction to dominant political theories of the time. The 1960s posed a puzzle: Groups that had previously been silent were getting mobilized. And yet the most powerful theoretical perspectives either said this was impossible, or that it was unwelcome. Jack thought otherwise. We discuss the reception of the book in the field, its impact on later scholars, and we speculate on what the profession lost when Jack was killed prematurely, before his book was completed, in a automobile accident.
December 2018
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76 Reads
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36 Citations
Public Organization Review
Academic freedom and the autonomy of academic institutions (their freedom from outside interference) are core values in contemporary academic life. This article outlines changes that have taken place in the last few decades that impact academic freedom and autonomy to at least some degree. These include the increasing catering by universities to stake-holders in the environment, increasing professionalization of university administrations, an evolving pattern of broadening authority over internal university decision-making, and an increasing attention to student (i.e. customer) needs. Two case studies -- one of recent decisions in the University of California system and the other at the University of Oslo -- illustrate the theoretical points in the article and point to the need to know a lot more about academic autonomy and academic freedom, especially in an environment of changing management practices and scarce resource bases for many institutions. The cases were selected because of the authors’ familiarity with them and are examples meant to illuminate some of the challenges and complexities inherent in the phenomena and to inspire further research on academic freedom and autonomy utilizing the instrumental and institutional perspectives from organization theory that are the core of our theoretical analysis.
January 2018
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11 Reads
November 2013
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214 Reads
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56 Citations
The American Review of Public Administration
This article examines why major reforms so often disappoint. It starts with an explication and analysis of perspectives for understanding why reforms often do not work out as hoped-rational comprehensive decision making and garbage can decision making, the latter in a "pure" version and in a modified version of the garbage can widely identified with the work of John Kingdon. We present these perspectives in a general way and then discuss how we can understand features of two central aspects of reforms based on these perspectives-the processes leading up to decisions on reforms and reform implementation processes. Some brief case studies are presented to illustrate some of the problems laid out in the theoretical part of the article. We conclude that nonincremental reform is vulnerable at every stage from conception to implementation and that although reforms are certainly not always doomed to failure, they are not often great candidates for success either.
June 2009
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546 Reads
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133 Citations
March 2009
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76 Reads
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33 Citations
This essay reviews and analyzes the literature on presidential appointments in light of the growing tendency of chief executives to use the methods associated with what is now known as the administrative presidency. It closes with a discussion of the normative issues raised by the existing appointment system, one that appears to generate incompetence, distrust, and delays in filling posts.
March 2008
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37 Reads
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9 Citations
Australian Journal of Public Administration
January 2008
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54 Reads
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1 Citation
Ronald Reagan’s presidency is justly noted for its administrative style and practices. One prominent scholar, Terry Moe, even described Reagan, in an essay published after Reagan’s first term, as likely “the most administratively influential president of the modern period.”1 While Richard Nixon devel-oped what came to be known as the “administrative presidency,”2 it was Reagan, utilizing some tools not available to Nixon and unencumbered by Nixon’s numerous mistakes, who brought this approach to fruition. His mark is seen today in the way George W. Bush has staffed and organized his administration, and in its policy implementation practices.
April 2007
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381 Reads
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52 Citations
Public Policy and Administration
Customer friendliness in tax systems typically characterized by control and enforcement appears to be a contradiction in terms. But many tax agencies, like other types of public organizations, have become more customer-oriented in the last few decades. This article, comparing the administration of tax systems in Norway and the USA, describes and analyzes the driving forces behind the consumer orientation movement in tax administration in the two nations and the dilemmas and effects of trying to balance control and service. Using a broad transformative perspective, we analyze structural and cultural changes in tax administration that are related to the increase in customer orientation and also consider the symbolic aspects of catering more to taxpayers. Norway and the USA have experienced similar structural reforms, but the two countries deviate rather sharply in other respects, particularly in the much larger impact of consumer-oriented reforms in the USA.
Citations (39)
... When thinking about the concept of organisational politics, especially in context of public or healthcare services, it is useful to make a distinction between the more formal (big 'P') politics of government, politicians, policy-making and regulation, and the more informal (small 'p') politics of competing interests, coalitions and cliques, and resistant groups that are found in virtually all workplaces [12][13][14][15][16]. The informal 'politics' of healthcare is experienced all too often by those who work within care services, but it is often regarded by practitioners as an irrational complication, rather than an integral or constructive feature of service organisation [17]. ...
- Citing Chapter
April 1988
... Numerous scholars have examined the relationship based on a role theory approach (Aberbach et al., 1981). This approach recognises an interdependence between politics and administration as two overlapping and complementary spheres of a larger political-administrative system (Svara, 2001, Mouritzen and Svara, 2002, Jacobsen et al., 2021, Jacobsen, 2023. ...
- Citing Book
December 1981
... Антон, Семюел Дж. Елдерсвельд, Рональд Інглхарт у 1981 році стверджували: «в добре впорядкованій державі політики формулюють мрії суспільства, а бюрократи обережно втілюють їх у життя» [7]. ...
- Citing Book
June 2009
... Академическая свобода, в отличие от автономии, касается отдельного учёного и означает возможность преподавать и проводить исследования, не опасаясь наказания или увольнения [10]. При соблюдении принципов академической свободы администрация университета и внешние стейкхолдеры не вмешиваются в деятельность преподавателей и исследователей [28]. Изначально академическая свобода трактовалась как свобода преподавателя решать, чему и как учить [29]. ...
- Citing Article
- Publisher preview available
December 2018
Public Organization Review
... Además, aduce que fomenta la «proactividad» y la capacidad de «empleabilidad». De este modo, se logra el objetivo de disminuir «costos» y aumentar la «eficiencia» (Aberbach y Rockman, 1999;Payne, 2003;Ramírez, 2009;López y Zeller, 2011). ...
- Citing Article
January 1999
Gestión y Política Pública
... These studies illustrate several risks of change and learning, while problems of continuous organizational change are discussed more prominently in studies of organizational reforms (cf. Aberbach and Christensen, 2014). The study of (often unsuccessful) reforms highlights the risks of organizational change. ...
- Citing Article
November 2013
The American Review of Public Administration
... Dans cette lignée, Aberbach et Rockman (1990 L'application du modèle dit du principal-agent au contexte états-unien entre les personnes provenant d'une nomination politique et les fonctionnaires est soulevée, de même que le problème de « marchandage » (bargaining) entre le Congrès présent sur le long terme et le Président présent pour une courte durée déterminée (Spiller et Urbiztondo, 1994 : 465). En résulte ainsi un jeu entre plusieurs « principaux » pour le contrôle de la bureaucratie. ...
- Citing Article
October 1990
The Brookings Review
... The paradigmatic views over this relationship bounced back and forth between statecentered and governance-centered approaches, between theories of state which are mainly concerned with the contemporary Western liberal democracies with a special focus on pluralism from the perspective of the new right and neo-pluralism approaches (Dryzek and Dunleavy 2009;Dyson 2009;Hay et al. 2006;Marinetto 2007;Nelson 2006;Vincent 1987;Dunleavy and O'Leary 1987: Preface, p. xii) and neo-statism theories which renew the central role of the state to the true or only claimed benefit of the individual's well-being and welfare (Lindberg 2020;Jessop 2011;Kennedy 2010;Jensen 2008;Bendix et al. 1992;Mitchell 1991;Evans et al. 1985;Nordlinger 1987Nordlinger , 1981, between state institutions and (political) culture-centered approaches on political leadership and governance, between international relations old and new theories from the Hobbesian to Lockean to Kantian, from Westphalian (Agnew 2009) to the global polity (Corry 2010), from Weberian to peacebuilding-oriented approaches (Lemay-Hébert 2011, 2013). No matter the specific area, polity studies have gradually emphasized their focus on the role individuals play or could play in polity complex dynamics. ...
- Citing Article
January 1983
... 6 The survey question taps the degree to which outside parties influence key agency decision-making. The terminology in the ASAP survey follows the logic and terminology used by a variety of scholars (e.g. the seminal article by Aberbach and Rockman 1978), which employs the term " clientele groups " synonymously with " interest groups " . 7 The ICC indicates how the overall variance is divided between the model's levels (Raudenbush and Bryk 2002). ...
- Citing Article
November 1978
American Journal of Political Science
... Presidents have multiple methods at their disposal for exerting control over the administrative bureaucracy, including the issuance of executive orders, policy memoranda, and rules; influencing federal agency design; and appointments (Aberbach & Rockman, 1988;Dodds, 2022;Rogowski & Simko, 2022;Krause & O'Connell;Ouyang et al., 2017). By far, the most common form of politicization is the installation of preferred candidates into leadership positions throughout federal agencies (Lewis, 2008). ...
- Citing Article
March 1988
Public Administration Review