Political Appointees and Career Executives: The Democracy-Bureaucracy Nexus in the Third Century

Pfiffner, James P.

doi:10.2307/975472

Cited by 81 publications

(48 citation statements)

References 6 publications

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“…In addition, we argue that the more financing is linked with the global capital and exchange markets, the more investors will seek foreign financial exits. Consequently, foreignfinanced VCs will push firms into business models that aim at either going public on the (Bowsher 1991;Deri 1993;Heclo 1977;Pfiffner 1992 For many years the Irish development agencies followed the ideal-type Weberian structure with internal recruiting, training, and career development procedures. However, they did so with an English flavor, including a strong distinction between the socialscience-humanity-law "general-educated" employees who are being groomed to management, and the technical-engineering "expert-educated" personnel whose career does not lead them to high management positions (Rose 1981;Rose 1986 important not only to explain the difference between success and failure, but also to explain the reasons behind the specific choices made.…”

Section: A New Model Of Rib Industrialization Politicsmentioning

confidence: 99%

Innovation and the State—Development Strategies for High Technology Industries in a World of Fragmented Production: Israel, Ireland, and Taiwan

Breznitz¹

2006

Enterp. soc.

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One of the most unexpected changes of the 1990s is that firms in a number of emerging economies not previously known for their high-technology industries have leapfrogged to the forefront in new Information Technologies (IT). Surprisingly, from the perspective of comparative political economy theories, the IT industries of these countries use different business models and have carved out different positions in the global IT production networks. Of these emerging economies, the Taiwanese, Israeli, and Irish have successfully nurtured the growth of their IT industries. This dissertation sets out to establish that emerging economies have more than one option for developing their high technology industries. Moreover, it advances a theoretical framework for analyzing how different choices lead to long-term consequences and to the development of successful and radically different industrial systems. Hence, this dissertation strives to give politics -the art and profession of creating alternatives and the social struggles of choosing between, and acting on, them -the importance that it seems to have lost in the social sciences. The research focuses on the role of the state in shaping the structure of the IT industry in Israel, Ireland, and Taiwan. It argues that the developmental path of the IT industry is influenced by four critical decisions by the state. First, decisions about how to acquire the necessary R&D skills influence which organizations -public or private -play a leading role in innovation. Second, state decisions about financing significantly affect both the R&D resources available to the industry and the scope of R&D activity. Third, state efforts to develop local leading companies have long-term consequences for the industry's opportunity structure. Fourth, state decisions regarding foreign firms and investors within and outside national borders affect the resources and the information that the industry receives from its customers, as well as the diffusion and development of specific innovative capabilities. Of particular importance are state decisions that develop specific links between local and foreign companies, investors, and financial markets. Overall, the dissertation utilizes this framework to explain the divergent development of the IT industry in Taiwan, Israel, and Ireland.

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Section: A New Model Of Rib Industrialization Politicsmentioning

confidence: 99%

Innovation and the State—Development Strategies for High Technology Industries in a World of Fragmented Production: Israel, Ireland, and Taiwan

Breznitz¹

2006

Enterp. soc.

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“…The literatures in public administration and political science are replete with accounts of how the relationship between elected officials and public administrators can become stressed, tense, and conflict-laden (e.g., Lorentzen, 1985;Pfiffner, 1987;Hubbell, 1991;Ingraham et al, 1995). This is very likely for the simple reason that the two actors have different formal positions, values, and perspectives (e.g., Svara, 2001).…”

Section: Interaction Quality: Whymentioning

confidence: 96%

Interaction Quality in Political-Administrative Relations in the United States: Testing a Multi-Dimensional Model

Demir

Nank

2012

International Journal of Public Administration

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Complementarity has become the new label to characterize the relations between elected officials and professional public administrators. In response to increasingly complex and challenging problems that face local government officials today, public administration scholars have explored how to improve the efficacy of interactions between elected and appointed officials. To do so, scholars have proposed that characteristics of quality interactions include mutual respect, understanding, communication, and partnership between the two parties. Inadequate empirical research, however, exists to help us understand what interaction quality means. This study fills an important gap in the literature by proposing and testing a multi-dimensional model to explain interaction quality. This study utilizes survey data collected from a nationwide sample of city managers in the United States and employs structural equation modeling.

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“…Some scholars have substantiated the politicization of the bureaucracy by pointing to the overall growth of political appointees since the creation of the EOP (Pfiffner, 1987;Maranto 1993;Light, 1995;Durant and Warber, 2001;Dickinson, 2005): while employment in the federal bureaucracy may have decreased, the tendency towards EOP staff growth has been consistent since the 1940s-and and as the EOP is the backbone of the presidential center, then EOP staff growth would signal an increase in political appointees and therefore an increase in politicization of the bureaucracy. Others scholars have shown that appointment techniques enable presidents to politicize not merely the managerial level, but also the policy development, implementation and support levels of agencies (Campbell, 2005;Lewis, 2005Lewis, , 2008: presidents can replace top managers, create layers of politically appointed managers with authority over career managers, add appointed ministerial staff with no statutory authority but political influence over career managers, reorganize agencies to diminish the power of career bureaucrats, and/or impose reductions on the workforce which eliminate career posts and thus increase the power of appointees (Lewis 2008: pp.…”

Section: Overviewmentioning

confidence: 99%

The Presidency and the Executive Branch in Latin America: What We Know and What We Need to Know

Bonvecchi

Scartascini

2011

SSRN Journal

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in 1 Abstract *The presidential politics literature depicts presidents either as all-powerful actors or figureheads and seeks to explain outcomes accordingly. The president and the executive branch are nonetheless usually treated as black boxes, particularly in developing countries, even though the presidency has evolved into an extremely complex branch of government.

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Political Appointees and Career Executives: The Democracy-Bureaucracy Nexus in the Third Century

Cited by 81 publications

References 6 publications

Innovation and the State—Development Strategies for High Technology Industries in a World of Fragmented Production: Israel, Ireland, and Taiwan

Innovation and the State—Development Strategies for High Technology Industries in a World of Fragmented Production: Israel, Ireland, and Taiwan

Interaction Quality in Political-Administrative Relations in the United States: Testing a Multi-Dimensional Model

The Presidency and the Executive Branch in Latin America: What We Know and What We Need to Know

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