Central Control over Local Government - A Western European Comparison

Goldsmith, Michael

doi:10.1080/714004150

Cited by 70 publications

(34 citation statements)

References 9 publications

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“…Ωστόσο αυτό δεν οδηγεί στην αυτονόμη-ση των τοπικών αρχών από τις αποφάσεις που λαμβάνονται στο κέντρο. Απεναντίας, παρότι φαινομε-νικά περιορίζεται η λειτουργία των επίσημων κρατικών φορέων, οι τοπικοί θεσμοί παραμένουν εντός του στενού οργανωτικού πλαισίου που καθορίζεται κεντρικά (Goldsmith, 2002). Το μεταρρυθμιστικό ρεύμα στην Ελλάδα αναφορικά με τους αυτοδιοικητικούς θεσμούς, διαρκεί περίπου τρεις δεκαετίες.…”

Section: εισαγωγήunclassified

Συμβούλια Ένταξης Μεταναστών (ΣΕΜ): Η Ατελής Λειτουργία Ενός Σημαντικού Θεσμού Για Την Αυτοδιοίκηση

Σκαμνάκης

Πολυζωίδης

2016

SCAD

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The completion of the first working period of Migrant Integration Councils gave rise for the study of the function of this institution as well as for the evaluation of its first results. The establishment of the Migrant Integration Councils, as a form of institutionalized communication between Municipalities and the separate immigrant communities dwelling permanently in their territory, was a sign of optimism for the strengthening of the LG’s and their intervention in the field of local social development. However, the limited spectrum of basic LG interventions is maintained and it still constitutes a barrier to the development of local initiatives deriving from autonomous policies of the LGs. The new institution is unable to overcome the difficulties and the weaknesses of LG interventions; as a result its function remains trapped in the respective limitations and thus incomplete.

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Section: εισαγωγήunclassified

Συμβούλια Ένταξης Μεταναστών (ΣΕΜ): Η Ατελής Λειτουργία Ενός Σημαντικού Θεσμού Για Την Αυτοδιοίκηση

Σκαμνάκης

Πολυζωίδης

2016

SCAD

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“…More or less every Western and Northern European country reduced the number of municipalities in the last fifty years. Nordic countries (Nelson, 1992) and the United Kingdom (Goldsmith, 2002) engaged in aggressive policies towards municipal amalgamation, leading to eliminate more than three-fourths of their municipalities. Amalgamations also occurred in France and Switzerland (Soguel, 2001;Steiner, 2000), in East European countries, such as Bulgaria and Romania (Borecky and Prudky, 2001;Hajnal, 2001;Swianiewicz, 2006Swianiewicz, , 2010, in the United States and in Canada (Kushner and Siegel, 2005;Miranda and Lerner, 1995;Sancton, 1996).…”

Section: Reasons For Municipal Amalgamation: In Search Of Economymentioning

confidence: 99%

Explaining the Reactions of Swiss Municipalities to The ‘Amalgamation Wave’: At the crossroad of institutional, economic and political pressures

Calciolari

Cristofoli

Macciò

2012

Public Management Review

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Public sector organizations are simultaneously subject to three types of environmental pressure: institutional, economic and political. How do these pressures influence the strategic behaviour of public organizations when confronted with efficiency-oriented reforms? We focus on the strategic behaviour of Swiss municipalities facing the amalgamation wave: a reform characterized by a strong economic rationale. Results confirm that the success of reforms depends not only on its matching with economic underpinnings. It is also necessary to take the political leadership and the responsibility of reform implementation.

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“…In Germany, where local governments have a high autonomy in terms of constituting their own missions (Goldsmith, 2002) and the state does not perform much in this area, Local Government Administration Union has created 66 performance indicators in areas such as the waiting time of the operations for ID or tax cards, rate of service costs (Kuhlmann, 2010).…”

Section: Germanymentioning

confidence: 99%

State Experiences in the Application of Performance Management in the Context of Differences between Administrative Cultures

Çelik¹

2017

EJSS

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As a result of welfare state policies in the 20th century, public institutions grew, diversified, and the field of public administration expanded considerably in terms of public services. This has brought about cumbersome, resource waste, paperwork and similar problems in public administration. But especially after the economic crisis of the 1970s, the debate about public administration's fundamental change and transformation has been intensified. These debates, which also constitute the foundations of the New Public Management, led to a re-questioning of the public administration and a radical transformation. Changing systems have foreseen a state that provides faster and more efficient services and the state has to adopt a structural transformation that limits its activities to provide efficient services instead of operating in every field. In this transformation process, it is being argued that the private sector and the public sector are not different from each other and that the techniques successfully applied in the private sector can also be implemented by the public administration. In this context, the most important tool that comes out to provide effective and efficient service in public administration is performance concept and performance management process. But management tradition and culture have a great influence in the implementation and success of this technique. AngloSaxon state tradition, which attaches importance to organizational understanding and practice, is more inclined to adapt modern management techniques to public administration; Continental Europe state tradition seems to be more distant from these techniques by giving more importance to theory and public institutions.

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Central Control over Local Government - A Western European Comparison

Cited by 70 publications

References 9 publications

Συμβούλια Ένταξης Μεταναστών (ΣΕΜ): Η Ατελής Λειτουργία Ενός Σημαντικού Θεσμού Για Την Αυτοδιοίκηση

Συμβούλια Ένταξης Μεταναστών (ΣΕΜ): Η Ατελής Λειτουργία Ενός Σημαντικού Θεσμού Για Την Αυτοδιοίκηση

Explaining the Reactions of Swiss Municipalities to The ‘Amalgamation Wave’: At the crossroad of institutional, economic and political pressures

State Experiences in the Application of Performance Management in the Context of Differences between Administrative Cultures

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