bluuebunny/crossref_metadata_2025_split huggingface dataset:
Challenge and Crisis, 1985–1991
Authors: Mawdsley Evan , White Stephen 
Published: October 2003

Abstract
There were high levels of turnover in the Central Committee during the Gorbachev years, reflecting the new leader's conviction that the renewal of party and government officials was essential to the achievement of perestroika. The composition of the Central Committee elite changed in parallel as the job‐slot system was modified and then abandoned. Figures of the ‘third generation’, born in the 1920s and 1930s, were able to advance to membership at this time, including the Ukrainian regional first secretary V. E. Dobrik and the communications industry minister E. K. Pervyshin. A few were from the ‘fourth generation’, such as Komsomol leader V. M. Mishin. Meetings of the Central Committee itself became more frequent and substantive, but it reflected widening differences within the party and failed to provide a mechanism through which its members could exercise effective control over party policy or over the leadership that spoke in their name.
Elite and Society
Authors: Mawdsley Evan , White Stephen 
Published: October 2003

Abstract
The Central Committee was never a ‘representative’ elite. Like other revolutionary elites, it was disproportionately male and well educated; but it was generally more representative of the mass membership and of the population as a whole than the national party leadership. A system for the distribution of material benefits gradually developed to service its requirements, one that came increasingly to identify Central Committee members as a privileged group of a kind that had been characterized by Trotsky as a bureaucracy. But there were internal divisions and internal safeguards that helped to prevent the formation of an exploitative as well as politically dominant group.
Introduction
Authors: Best Michael H. 
Published: October 2003

AbstractCompeting perspectives on the role of technology in economic growth are briefly presented. Neoclassical growth theory does not control for technology; the ‘new growth theory’ accounts for new ideas; and Joseph Schumpeter focuses attention on innovation and the entrepreneur. Michael Porter, following Alfred Chandler, focuses attention on business organization and competitive strategy and introduces the concept of cluster to explain competitiveness. The capabilities and innovation perspective that informs The New Competitive Advantage develops the concept of the entrepreneurial firm; distinguishes technology from technology management; integrates production into business organization; and contrasts inter‐firm relations in terms of market, and closed‐ and open‐networks. Driven by a technology capability and market opportunity, dynamic, entrepreneurial firms are forever advancing their own capabilities. In the process a region's technology capabilities are revitalized and growth potential is enhanced. The book is organized around Productivity Triad, a concept that captures the interdependencies amongst business model, production capabilities, and skill formation.
The Case of Northern Ireland
Authors: Best Michael H. 
Published: October 2003

AbstractThe capabilities and innovation perspective is not limited to explaining growth processes in technologically advanced regions. Here the perspective is applied within the context of developing an industrial strategy for Northern Ireland. While Northern Ireland has not enjoyed the benefits of regional growth dynamics driven by entrepreneurial firms, the fault is not lack of industrial policy initiatives. Nevertheless, productivity levels are stubbornly low and both innovation and growth have been disappointing. A major lesson of Northern Ireland is the critical role of government policy in aligning the three domains of the Productivity Triad: industrial policy initiatives that fail to take account of the interactive dimensions of business organization, production capabilities, and skill formation will likely fail to impact on regional growth. The alignment theme is illustrated with policy proposals on local capability development and global production networks, industry and university partnering, and work organization and business strategies.
Policy Implications
Authors: Best Michael H. 
Published: October 2003

AbstractA central claim is that technology management is a powerful policy tool for growth of firms, regions, and nations at every level of industrial development. The capabilities perspective focuses policy‐making attention on long‐term strategies and organizational change methodologies in the three interrelated domains of the productivity triad. In the business model domain, priority goes to supporting new firm creation, open networks, and high‐performance work systems (HPWSs). The Asian Miracle economies that have achieved high rates of growth developed a critical mass of enterprises with the production capabilities to adopt, adapt, and diffuse technologies that originated in the most technologically advanced regions. The challenge in the domain of skill formation is to link visible and invisible colleges, administer the R&D infrastructure, and anticipate technology transitions with manpower development programs. Finally, the mutual adjustment feature of the productivity triad calls attention to the role of policy alignment across the three domains.
The Sustainable Growth Challenge
Authors: Best Michael H. 
Published: October 2003

Abstract
The theme of the chapter is that technology management can play a major role in fostering economic growth and a healthy environment. The capabilities and innovation perspective counters the assumption of an environment/growth trade‐off with the principle of design for sustainability. The goal is to design products, processes, materials, and technologies according to the criterion of waste‐free production. The design of product systems, such as energy, transportation, and health, are a consequence of past and present technology R&D choices and corresponding investments in technical education. A technology management policy informed by the environmental principle of design for sustainability would foster R&D in, for example, renewable energy, biodegradable polymers, and recyclability.
Inclusion and Democracy
Authors: Young Iris Marion 
Published: October 2003

AbstractTheorists of deliberative democracy have not sufficiently attended to the ways that processes of debate and decision making often marginalize individuals and groups not only because of their lesser social and economic power but also because the norms of political discussion are biased against some forms of expression. Democratic theory should include forms of acknowledgement, narrative, rhetoric, and public protest, along with argument, in its account of the normative ideals of political communication. Inclusive democracy involves more than the formal equality of all individuals and groups to enter the political process, but entails taking special measures to compensate for the social and economic inequalities of unjust social structures. Such special measures may require forms of group representation, in order that the particular social perspective of group members gains voice. Residential segregation poses particular problems for inclusive democracy in many societies. Organizing metropolitan governance systems with diverse representation may respond to such problems. In a globalized world, finally, the project of inclusive democracy involves criticizing adherence to nation‐state sovereignty and creating global level democratic institutions.
Residential Segregation and Regional Democracy
Authors: Young Iris Marion 
Published: October 2003

Abstract
Residential racial and class segregation produce or exacerbate distributive injustice and political exclusion. Integration as the dispersal of a concentrated minority among the majority, however, often has its own harmful consequences. An alternative ideal of differentiated solidarity combines positive affinity grouping with non‐discrimination and regional government that encourages attention to shared problems and inequality.
The Art of the State
Authors: Hood Christopher 
Published: October 2003

AbstractWhy does public management—the art of the state—so often go wrong, producing failure and fiasco instead of public service, and what are the different ways in which control or regulation can be applied to government? Why do we find contradictory recipes for the improvement of public services, and are the forces of modernity set to produce worldwide convergence in ways of organizing government? This study aims to explore such questions, which are central to debates over public management. It combines contemporary and historical experience, and employs grid/group cultural theory as an organizing frame and method of exploration. Using examples from different places and eras, the study seeks to identify the recurring variety of ideas about how to organize public services—and contrary to widespread claims that modernization will bring a new global uniformity, it argues that variety is unlikely to disappear from doctrine and practice in public management. The book has three parts. Part I, Introductory, has three chapters that discuss various aspects of public management. Part II, Classic and Recurring Ideas in Public Management, has four chapters that discuss various ways of doing public management. Part III, Rhetoric, Modernity, and Science in Public Management, has three chapters that discuss the rhetoric, and culture of public management, contemporary public management, and the state of the art of the state.
Public Management: Seven Propositions
Authors: Hood Christopher 
Published: October 2003

AbstractDiscusses three conventional assumptions that are made about public management: that it is in the throes of a millennial transformation to a new style; that today's ‘new’ public management ideas differ sharply from those of earlier eras; and that the favoured doctrines of contemporary public management tend to be dubbed as economic rationalism. Goes on to point out that the book looks at public management from a different perspective, and reduces its arguments to seven related propositions, discussed in the remainder of the chapter that: grid/cultural theory captures most of the variety in both current and historical debates about how to organize public services; application of a cultural‐theory framework can illuminate many of the central analytic questions of public management; if we look across time and space, we can identify ideas about how to organize government and public services that correspond to each of the four polar categories contained in cultural theory; no one of those recipes for good organization has a clear claim to be considered more modern than any of the others and each has in‐built weaknesses; variation in ideas about how to organize in government is not likely to disappear; the dimensions identified by cultural theory enable analysis of organizational variety to be pursued at a range of levels; and the understanding of cultural and organizational variety, within a historical perspective, merits a central place in the study of public management. These seven propositions overlap, and some of them are given more space than others in the book; this chapter concentrates mainly on the first proposition, and aims to introduce grid/group cultural theory in the context of public management, but the other six propositions are also discussed more briefly, as a way of setting the scene for the remainder of the book.
Calamity, Conspiracy, and Chaos in Public Management
Authors: Hood Christopher 
Published: October 2003

AbstractIn Chapters 2–3 of the Introduction, the cultural‐theory framework is used to explore two central problems of public management—the analysis of the characteristic ways in which different forms of organization can collapse and fail (this chapter), and the analysis of the range of forms of control and regulation (in the broadest sense) available in public management (the next chapter); in both cases, an examination through the lens of cultural theory can add an extra dimension or an alternative perspective to the analysis. Aims to show how a cultural‐theory perspective can assist the analysis of public management failure and collapse in two ways. First, such a perspective can help bring out some of the varying and contradictory attitudes towards scandal or catastrophe in public management, in the sense of who to blame or how to put matters right. Second, the four basic organizational ways of life that cultural theory identifies (as introduced in the first chapter) can each be expected to have its own characteristic pattern of in‐built failure. The different sections are Responses to Public‐Management Disasters; Four Types of Failure and Collapse; Private Gain From Public Office; Fiascos Resulting from Excessive Trust in Authority and Expertise; Unresolved Conflict and Internecine Strife; Apathy and Inertia: Lack of Planning, Initiative, and Foresight; and Accounting for Failure in Public Management.
Control and Regulation in Public Management
Authors: Hood Christopher 
Published: October 2003

AbstractIn Chapters 2–3 of the Introduction, the cultural‐theory framework is used to explore two central problems of public management—the analysis of the characteristic ways in which different forms of organization can collapse and fail (the last chapter), and the analysis of the range of forms of control and regulation (in the broadest sense) available in public management (this chapter); in both cases, an examination through the lens of cultural theory can add an extra dimension or an alternative perspective. Aims to build on four important insights by putting them together in a single framework that identifies a set of basic forms of regulation or control linked to a view of what makes different groups cohere. Four generic types of control and regulation in public management are discussed, each of which is loosely linked to one of the polar ways of life identified by cultural theory. The four approaches are bossism (control by oversight); choicism (control by competition); groupism (control by mutuality); and chancism, (control by contrived randomness). Each of these approaches to control and regulation can operate at several different levels of organization: i.e. they can be applied to the ways organizations control their clients, to the way control relationships operate inside organizations, and to the way organizations are themselves controlled by external forces; each is also capable of being linked to a broader view of good government and accountability, these four types will be returned to in Parts II and III of the book.
Doing Public Management the Hierarchist Way
Authors: Hood Christopher 
Published: October 2003

AbstractIn the four chapters of Part II, public management ideas that loosely correspond to each of the four polar world views identified by cultural theory are discussed. Here, the cultural‐theory framework is mixed with a historical perspective to survey recurring approaches to public management that can be loosely characterized as hierarchist (this chapter), individualist (Ch. 5), egalitarian (Ch. 6), and fatalist (Ch. 7). Looks briefly and selectively at four classic hierarchist approaches to public management. Two of them (Confucian public management in classical China and the cameralist tradition of early modern Europe) rarely receive a mention in conventional public‐management books—but those older traditions merit attention from present‐day students of public management, and not just for pietist or antiquarian reasons, for they show some of the different contexts in which hierarchist ideas have flourished, and their fate can help assess the strengths and weaknesses of doing public management the hierarchist way. The other two hierarchist approaches discussed are Progressivism and Fabianism.
Doing Public Management the Individualist Way
Authors: Hood Christopher 
Published: October 2003

AbstractIn the four chapters of Part II, public management ideas that loosely correspond to each of the four polar world views identified by cultural theory are discussed. Here, the cultural theory framework is mixed with a historical perspective to survey recurring approaches to public management that can be loosely characterized as hierarchist (Ch. 4), individualist (this chapter), egalitarian (Ch. 6), and fatalist (Ch. 7). What can loosely be called individualist approaches to public management start from the assumption that the world is populated by rational egoists who are bent on outsmarting one another to get something for nothing—rivalry and competition are central to the individualist view of what the world of public management is and should be like. The individualist bias embodies at least four basic propositions that contradict the underlying assumptions of hierarchism and of the egalitarian bias: first, an individualist bias does not automatically begin with a view of public management from the apex of the state, it rejects the viewpoint of the chancellory or presidential palace and is not disposed to examine public management in the context of power play among states, and instead is more predisposed to start bottom up; second, instead of assuming that the interests of the rulers and those of the ruled can go together in a positive‐sum game, an individualist bias is more likely to start from the assumption that rulers will tend to look after themselves at the expense of the ruled unless the institutions and incentive structures are very carefully engineered; third, instead of assuming that economic development and social order require hands on state administration guided by an enlightened technocratic elite, individualists will tend to assume that markets will ordinarily produce better results than bureaucratic hierarchies; and fourth, instead of assuming people that are only corrupted by evil institutions, individualists will tend to work on what Thomas Carlyle called the ‘pig principle’—the assumption that human beings, from the highest to the lowest, are inherently rational, calculative, opportunistic, and self‐seeking. These four assumptions taken together make a relatively coherent philosophy of institutional design for government; it is the first two assumptions that mainly distinguish the individualist bias in public management from the hierarchist approach considered in the last chapter, and the second two that mainly distinguish it from the egalitarian approach to be considered in the next.
Doing Public Management the Fatalist Way?
Authors: Hood Christopher 
Published: October 2003

AbstractIn the four chapters of Part II, public management ideas that loosely correspond to each of the four polar world views identified by cultural theory are discussed; here the cultural‐theory framework is mixed with a historical perspective to survey recurring approaches to public management that can be loosely characterized as hierarchist (Ch.. 4), individualist (Ch. 5), egalitarian (Ch. 6), and fatalist (this chapter). Starts by asking whether there can be a fatalist approach to public management—cultural theorists have identified fatalism as a viable way of life, but it does not figure prominently in conventional accounts on the provision of public services; Banfield has stated that in fatalist societies (such as Montegrano) public management will be (only) narrowly bureaucratic and statist because only paid officials will be concerned with public affairs, and the citizenry at large will be cynical about the motives of public officials; in spite of this widespread belief, however, there are likely to be few effective checks on public officials in a fatalist society, and Banfield sees fatalism as a social pathology bound to produce social backwardness and stagnation. Cultural theory is ambiguous on whether fatalism can be a viable basis of organization in the sense that a Montegrano‐type society could survive and reproduce itself over time, nor is it clear from the work of cultural theorists exactly what fatalists’ focus on karma amounts to. The last possibility—that fatalism might link to how‐to‐do‐it ideas about organizational design, as distinct from a view of the world as ineluctably ruled by the fickle goddess of fortune—has had little attention: from conventional cultural‐theory accounts, it would seem the most appropriate role, for fatalist social science in public management would be like that of the chorus in classical Greek theatre—and the second section of the chapter examines such a perspective on public management, looking particularly at one influential strain of ‘new institutionalist’ literature, which portrays the functioning of organizations as a highly unpredictable process, involving eclectic decision‐making unavoidably dependent on chance connections. It then moves on to build on the recipe for contrived randomness, and argues that a fatalist perspective can at least in some sense be taken beyond commentary and criticism into a positive prescription for conducting management and designing organizations to operate on the basis of chance.
The Global Consequences of China's Economic Reforms
Authors: Foot Rosemary 
Published: October 2003

Abstract
The purpose of this chapter is to demonstrate how China's economic reform programme of the 1980s led to an opening of the country to new ideas, and to increased interaction with global regimes in all major issue areas. It provides some early sense of the extent to which the global level matters, not only in its ability to influence the internal organization of the state but also in its capacity to shape the image of a particular state held by insiders and outsiders. The intention is not to discuss in detail the global dialogue with China on human rights, but rather to demonstrate the context of China's participation in this complex web of international regimes that characterize contemporary global society, including that of the human rights regime. The different sections of the chapter are: The Rationale for Reform; Transnationalism and the Role of Ideas; Participation in International Regimes; The New Professional Élites; and Conclusion.