Colonial origins of modern bureaucracy? India and the professionalization of the <scp>British</scp> civil service

Cornell, Agnes; Svensson, Ted

doi:10.1111/gove.12683

Cited by 6 publications

(4 citation statements)

References 56 publications

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“…To develop some ideas about the possibilities of reducing and eliminating patronage it may be useful to examine the historical experiences of administrative systems that have been successful in reducing appointments in the public sector. In particular, there are interesting lessons to be drawn from the creation of the Indian Civil Service (ICS) (Compton, 1968), the diffusion of the ideas of the ICS to the United Kingdom (Cornell & Svensson, 2019), and the further diffusion of the ideas of a merit system to the United States in the form of the Pendleton Act and subsequent effects at institutionalizing a merit system (Johnson & Libecap, 1994). While these cases are now well in the past, the same logics of producing change appear relevant.…”

Section: Experience In Eliminating Patronagementioning

confidence: 99%

Moving Away from Patronage: A Feedback Approach

Peters

Bianchi

2022

The American Review of Public Administration

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Patronage appointments in government are a continuing issue in many administrative systems. Especially for countries in Latin America and Africa patronage is considered a major impediment to developing more effective administrative systems. A great deal has been written describing patronage and discussing the causes for patronage, but much less research has addressed the dynamics of moving away from patronage to more merit-based systems. This paper reviews the patronage literature and then develops a dynamic feedback model for movement away from patronage. The model links the quality of the services provided by the government, the nature of the political party system, and levels of trust to patronage. The model uses several reinforcing and balancing feedback loops to demonstrate the possible dynamics of change in administrative appointments.

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Section: Experience In Eliminating Patronagementioning

confidence: 99%

Moving Away from Patronage: A Feedback Approach

Peters

Bianchi

2022

The American Review of Public Administration

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“…The scientists (Cornell and Svensson, 2022) explore the spread of meritocratic practices as a potential case of policy transfer through a careful analysis of professionalism in the British civil service. Scholars argue that British reformers were inspired by meritocratic practices in India under British rule.…”

Section: Literature Reviewmentioning

confidence: 99%

Professionalization of Public Service of Ukraine: Specifics of the Process in the Context of Global Challenges and Modern Social Changes

et al. 2022

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The State is an institution that should be considered as a complex multilevel system, whose managerial effectiveness depends to a large extent on the professional training of its human resources. The purpose of this article is to investigate and reveal the specificities of the process of professionalization of the public service in the context of global challenges and modern social changes. In the study, the essence and understanding of the concept of professionalization was considered, which made it possible to distinguish such approaches as: scientific, normative and legal, professional and educational. The main functions of professionalization of the public service are defined. It is noted that the public service professionalization system has a relationship with the environment, so it maintains the balance and order of its internal environment and resists chaos. Professionalization is studied as a process in the conditions of global challenges and modern social changes. It is concluded that, considering the professionalization of public service as a process in the conditions of global challenges and modern social changes, it is necessary to take into account the opinions and positions of professionals to achieve the best results in this field.

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“…Importantly, this article does not claim that all existing analyses are limited to the national level (or to the aggregation of data at the national level). There are 2 Moreover, for a study that evaluates the possibility of a reverse effect (of colonial administrations on bureaucratic organization in imperial centers), see Cornell and Svensson (2022). 3 Exceptions include Matsuzaki (2019), Mattingly (2017), andVogler (2019b).…”

Section: Introductionmentioning

confidence: 99%

The Complex Imprint of Foreign Rule: Tracking Differential Legacies along the Administrative Hierarchy

Vogler

2022

St Comp Int Dev

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Could imperial rule affect state institutions at the national, regional, and local level differently? No systematic theory to answer this question exists, which is surprising given the importance that is attributed to foreign rule for political-administrative organization around the world. The effectiveness of imperial rule may differ along the administrative hierarchy because empires are often subject to financial constraints, limits on organizational capabilities, and informational asymmetries. Therefore, a commonly used approach—aggregation at the national level—may yield erroneous findings about colonial legacies by ignoring vital nuances. To address this gap, I develop a novel theory of imperial pervasiveness and test it through a number of statistical analyses. Leveraging an original dataset of citizen perceptions of state institutions in Romania, this study reveals vastly different long-term effects of historical Habsburg rule at the regional and local levels. The results indicate that we need to rethink the study of colonial origins.

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Colonial origins of modern bureaucracy? India and the professionalization of the British civil service

Cited by 6 publications

References 56 publications

Moving Away from Patronage: A Feedback Approach

Moving Away from Patronage: A Feedback Approach

Professionalization of Public Service of Ukraine: Specifics of the Process in the Context of Global Challenges and Modern Social Changes

The Complex Imprint of Foreign Rule: Tracking Differential Legacies along the Administrative Hierarchy

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