Bank Supervision and the Limits of Political Influence over Bureaucracy

Kunioka, Todd; Woller, Gary M.

doi:10.2307/3110113

Cited by 8 publications

(3 citation statements)

References 26 publications

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“…While investigating one particular agency, Kaufman sought to answer the broader question of how a geographically diverse agency could manage to keep far‐flung administrators uniformly supportive of agency goals and directives. Kaufman’s lessons have been used to shed light on administrative behavior in numerous agencies, largely at the national level (e.g., Gormley 1992; Kunioka and Woller 1999; McCurdy 1992; Scholz and Wood 1998; Whitford 2002). Kaufman’s work has also provided an important baseline for a number of studies focusing on the Forest Service, charting that agency’s growth and change over time.…”

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confidence: 99%

Federal and State Public Forest Administration in the New Millennium: Revisiting Herbert Kaufman’s The Forest Ranger

Koontz

2007

Public Administration Review

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Herbert Kaufman’s 1960 investigation of federal forest rangers provided important insights into administrative discretion, agency culture, and natural resource policy making. Subsequent studies of Forest Service administration have documented that agency’s change over time, mirroring broad changes in federal public administration. But little is known about state forest administration. This article describes results from a survey of line officers in 48 state forest agencies, as well as state forest statute analysis. Results indicate systematic state–federal differences in legal constraints, citizen interactions, and the forest administrators themselves. Though these differences foster state administrator decision making based on professional expertise, they do not encourage the incorporation of stakeholder views into agency policy making, nor do they yield a bureaucracy that represents a diverse constituency. State forest administrators perceive substantial external challenges to their professional discretion, but it remains to be seen whether state forest agencies will change to more closely resemble their federal counterpart.

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confidence: 99%

Federal and State Public Forest Administration in the New Millennium: Revisiting Herbert Kaufman’s The Forest Ranger

Koontz

2007

Public Administration Review

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“…In order to be accepted, alterations in the rigidly arranged hierarchy between operational means and ends require evidence that is presented in terms that cohere with the IO's language of expertise. This language of expertise restricts the capacity of non-expert external actors to engage with the IO, to the extent that it can act as an almost impervious -albeit generally unintentional -insulating layer (Kunioka andWoller 1999: 309-10, Adler andBernstein 2005: 304). The IMF is credited with being an archetypal example of such an expertise-based IO (Barnett and Finnemore 2004: 50); as such, dynamics on the inside take more of a front seat in shaping the patterns of stakeholder control surrounding its operations.…”

Section: The Exclusionary Power Of Expertise At the Imfmentioning

confidence: 98%

Controlling the World Bank and IMF

Clegg

2013

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“…At the most informal level, there is evidence, for example, that U.S. state-level politicians have gained considerable leverage over federal agencies even though they have no formal authority over these agencies (Hedge, Scicchitano, and Metz 1991;Scholz, Twombly, and Headrick 1991;Wood 1992). In an analysis, therefore, it is useful to consider the degree to which isolating institutional structures are circumvented (for illustrative examples, see Kunioka and Woller 1999). Thus, in order to assess accurately the level of political influence and control, agency managers must normally consider both the formal institutional ownership structure and the permeability of isolating mechanisms.…”

Section: Public Agency External Analysis 81mentioning

confidence: 98%

Public Agency External Analysis Using a Modified “Five Forces” Framework

Vining

2011

International Public Management Journal

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Strategy matters in the public sector as well as in the private sector. Michael Porter's ''five competitive forces'' (5 Forces) framework (Porter 1979;1980; is widely used by private-sector firms to analyze the external environment and specific external forces. Can public agency managers use some version of 5 Forces analysis to effectively analyze the external environments of their programs? What modifications are required for public agency use? The case is made that a version of the 5 Forces framework can be useful when appropriately modified for public agency programs. The public agency version of the 5 Forces framework that is presented specifically considers public agency goals from three perspectives: descriptive, instrumental, and normative. The descriptive focus on autonomy is laid out. Another modification to the standard framework explicitly introduces political influence as an external force. Thus, the modified framework considers and integrates both political and economic external forces. Several significant modifications to Porter's other forces are also proposed and discussed. A number of strategic implications of public program 5 Forces analysis are discussed. The modified 5 Forces framework is illustrated both in terms of autonomy (descriptive level) and social efficiency (normative perspective).

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Bank Supervision and the Limits of Political Influence over Bureaucracy

Cited by 8 publications

References 26 publications

Federal and State Public Forest Administration in the New Millennium: Revisiting Herbert Kaufman’s The Forest Ranger

Federal and State Public Forest Administration in the New Millennium: Revisiting Herbert Kaufman’s The Forest Ranger

Controlling the World Bank and IMF

Public Agency External Analysis Using a Modified “Five Forces” Framework

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