Accountability and patronage in extraordinary administrations: Evidence from Pompeii

Abstract

Drawing on the concept of an accountability web, this paper analyzes the 2‐year long extraordinary administration of the archaeological site at Pompeii, where the Italian Prime Minister appointed a special Commissioner to deal with the alleged decay of the site in July 2008. Findings shed light on critical issues related to the appointment of “loyal experts” in terms of strong personalization, short‐term thinking, and the influence of the media in the administration of public services. Moreover, the paper introduces patronage accountability as a distinct accountability dimension that is characterized by a hierarchical and informal nature, and which cannot be accessed by those who are not part of the transaction. We add to the literature by identifying patronage accountability as a separate accountability dimension that conflicts with more common ones, and examine the implications of this practice for public administration.

The UK COVID‐19 app: The failed co‐production of a digital public service

“…In the hectic environment of an emergency such as the COVID‐19 pandemic, governments seek to (re)gain public trust through structuring their accountability conduct. This can manifest in framing stakeholder dialogue and public discourse around emergency solutions that have been proposed to establish a new normalcy and to reinforce social consciousness (Cooper & Lapsley, 2019 ; Ferri & Zan, 2019 ).…”