The Two Traditions of Institutional Designing: Dialogue Versus Decision?

Linder, Stephen H.; Peters, B. Guy

doi:10.1007/978-94-011-0641-2_7

Cited by 13 publications

(3 citation statements)

References 14 publications

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“…Research on management and organization has addressed these reform efforts and the new models have been the subject of many studies, both Swedish and international ones. These have focused on the cause of the reforms rather than on their effects (Brunsson and Olsen, 1993; Linder and Peters, 1996; and Peters and Pierre, 2005). Among the important conclusions are that organizational changes – or organizational experiments as they are called in the literature – have the purpose of legitimizing operations.…”

Section: Studies Of Organizational Ideals – Purpose Foundation and Mmentioning

confidence: 99%

Does Organization Matter? A Study of Physicians' Ideal Organization

Brorström

Nilsson²

2008

Financ Acc Manag

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ORGANIZATIONAL CHANGE WITHIN THE SWEDISH HEALTH CARE SECTORFor the last two decades, introducing and implementing new organization and management models have been particularly common aspects of the health care sector in both Sweden and other European countries. In the mid-1980s, the health care sector adopted market-based models for organization and management that were inspired by those used by private organizations. The collective term for this international trend is New Public Management. This new management method consisted in part of establishing purchaser units and replacing the traditional grant-based budget and budget dialogue with negotiations and agreements between purchaser and producer, buyers and sellers. Many areas, however, experienced considerable implementation problems and in Sweden the model had hitherto never been fully implemented according to the original idea (for a more in-depth account, see for example, Hallin and Siverbo, 2003). In order for the provider of financial resources to avoid financial problems, there is a cap on the number of reimbursable services, which eliminates the financial incentive to expand operations beyond a certain level. Another limitation is that the orders are not specific with regard to quality and therefore, they only have a limited impact on operations (see for example, Berlin, 2006). The purchaser/producer model entails a strict division of labor as well as a far-reaching decentralization, which produces a risk of sub-optimizing and higher transaction costs.A few years into the 1990s, the ideal of the market model was replaced in Sweden by the idea of cooperation. Cooperating across organizational boundaries and finding efficient solutions was supposed to ensure good and accessible health care and address the risk of sub-optimizing. Hospital units were merged based on the ideal of cooperation. The changes, therefore, were more fundamental than mere cooperation between independent organizational units. Independent hospitals merged according to the fashionable term of the day. Independent hospitals formed hospital groups with divisions and a joint corporate leadership. Another example of a new structure was the so called team hospitals. In some instances the process was quick. Results from evaluations of the market models * The authors are respectively, Professor and Prorector at University College of Borås, Sweden; and a Researcher at

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Section: Studies Of Organizational Ideals – Purpose Foundation and Mmentioning

confidence: 99%

Does Organization Matter? A Study of Physicians' Ideal Organization

Brorström

Nilsson²

2008

Financ Acc Manag

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“…But the strategy puts faith in the idea that through dialogue, stakeholders may identify unanticipated opportunities for positive cooperation or at least ways to mitigate the costs of adversarial relations (e.g., high court costs). This strategy often appeals to the Habermasian notion of "communicative rationlality" for support (Dryzek, 1990;Linder and Peters 1995;Schön and Rein, 1994).…”

Section: Community Embeddedness and Collaborative Governance In The Smentioning

confidence: 99%

Community Embeddedness and Collaborative Governance in the San Francisco Bay Area Environmental Movement

Ansell¹

2003

Social Movements and Networks

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Deals with interorganizational networks in the environmental movement in the San Francisco Bay Area. It draws upon literatures on collaborative governance, social capital, and communitarianism to explore the embeddedness of social movements in local communities. Social movements can be regarded either as an expression of community embeddedness, strongly rooted in specific territorial spaces and the associated systems of relationships, or as attempts to build broader networks, based on the identification with a specific cause, which cut across local community loyalties and relations. The chapter explores which of the two models is more conducive to collaborative governance. Organizations occupying different structural positions in the environmental network display different levels of propensity towards collaborative governance.

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“…We acknowledge the support of the Australian Research Council and the participating schools and institutes of T AFE in the work of this project.2 For further discussion of the dialogical and decisional traditions of institutional design, seeLinder and Peters (1995).…”

mentioning

confidence: 99%

Professional Practice in Education in an Era of Contractualism: Possibilities, Problems and Paradoxes

Brown

Seddon

Angus

et al. 1996

Australian Journal of Education

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Recent policy changes have encouraged the development of a contractualist environment in Australian education, where social relations are organised around the promise of each party to fulfil particular obligations. Contractualism is evident not only in moves to expand contract employment and to organise service delivery around a contractual relationship between service providers and service consumer agencies, but also in government efforts to privatise public services so that individual consumers make choices about the kinds of services they will receive. The focus of this paper is particularly on the impact of the contractualist environment of teachers' professional practice. The paper draws on interview data to document what teachers perceive to be changing in education and in their professional practice, and to identify opportunities and constraints in this shifting policy context. On the basis of these data, some of the challenges and dilemmas of professional practice in an age of contractualism will be discussed.

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The Two Traditions of Institutional Designing: Dialogue Versus Decision?

Cited by 13 publications

References 14 publications

Does Organization Matter? A Study of Physicians' Ideal Organization

Does Organization Matter? A Study of Physicians' Ideal Organization

Community Embeddedness and Collaborative Governance in the San Francisco Bay Area Environmental Movement

Professional Practice in Education in an Era of Contractualism: Possibilities, Problems and Paradoxes

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