Suchergebnisse

An analysis of an operational method that regional government agencies can use to enable locally-based firms to compete effectively. This method emerged in the Andalusia region of southern Spain after the transition to democracy. A series of narrative accounts & interpretations are offered of how the Macael Action Plan, developed by the Instit of Industrial Promotion of Anadalusia (IPIA) to promote small & medium-sized locally owned enterprises in the white marble mining & fabrication industry, gradually unfolded. Illustrated is how the Action Plan actually embodies many precepts found in the contemporary public management literature. This description of the IPIA & the Action Plan begins the task of cumulating the clinical knowledge needed to translate action plan precepts into specific managerial decisions. 43 References. Adapted from the source document.

This case study focuses on extending research knowledge about the politics of public management policymaking in Spain. The case involves legislating to change politically sensitive features of the central government and administration. The study explains such analytically significant event conditions as: an agenda‐setting process that made a policy issue of the formal, structural attributes of state administration, an alternative‐specification process that proceeded without complication, and a decisional process that lasted five years and in which political leaders' positions on the issue flip‐flopped. Broadly speaking, the case analysis demonstrates that when policy proposals take the form of legislation, the politics of public management policymaking in Spain are highly influenced by political stream factors, themselves reflecting Spain's parliamentary form of government and relations between statewide and regional political parties.

This concluding article in the symposium develops generalizing arguments about the politics of public management reform in France, Italy, and Spain, by drawing out implications of the case studies presented in the three preceding articles. Some of these implications hold that established research arguments about politics of public management reform in the same cultural and geographical area require considerable qualification and reexamination. Some other implications of these case studies take the form of generalizing arguments about the process dynamics of public management policymaking. More specifically, an existing body of generalizing arguments is assessed and modified in the light of the research arguments crafted through the three case studies' dialogues between conceptual approaches and historical evidence. Together, these two discussions offer a contribution to the political science research literature on the politics of public management reform.