Trends in the Public Sector

Abstract

Since the 1980s the number of quasi-autonomous non-governmental organizations has increased in most western countries. This article offers a theoretical explanation for politicians' apparent preference for quangos. The model is based on rational choice sociology, neo-institutional economics and public choice. Hypotheses are formulated on the conditions that are expected to influence politicians' choice. The statistical analysis, using a database of 124 decisions to establish 392 quangos in The Netherlands between 1950 and 1993, shows that quango proliferation is more a trend than a well-informed choice. This raises new questions for research. KEY WORDS . administrative reform . quangos . rational choice theory

Hybridity in the Governance and Delivery of Public Services

“…The second contribution was to expand the scope of current research further back in time and draw attention to the 're-emergence' rather than the 'emergence' of hybridity in public service delivery. In the 1930s, the Board was undoubtedly a semi-autonomous body or QUANGO as we would understand and define it today (Van Thiel, 2004), and it may even be possible with further research to argue that its predecessor, the UERL, which operated in the 1910s and 1920s was also a similar body. The implication for both researchers and policymakers is that the principles of 'New Public Management' may not be new at all.…”

“…It was part of a succession of 'arm's length' agencies set up by British governments to run public services such as the Forestry Commission, the Central Electricity Board and the British Broadcasting Corporation in the 1920s. The political motivation to create these agencies remains contested, with Middlemass (1979), Millward and Singleton (1995) and Greaves (2005) suggesting a desire to reduce industrial conflict and improve 'efficiency ' and Van Thiel (2004) proposing a trend in imitation of previous measures. Its creation and relatively brief existence demonstrate elements of both those theories.…”

How History Challenges Current Thinking on Hybridity: The Effects of Hybridity on London’s Transport 1933–1948

“…The second contribution was to expand the scope of current research further back in time and draw attention to the 're-emergence' rather than the 'emergence' of hybridity in public service delivery. In the 1930s the Board was undoubtedly a semi autonomous body or QUANGO as we would understand and define it today ( Van Thiel, 2004), and it may be even be possible with further research to argue that its predecessor, the UERL, which operated in the 1910s and 1920s was also a similar body. The implication for both researchers and policy makers is that the principles of 'New Public Management' may not be new at all.…”

“…It was part of a succession of 'arms length' agencies set up by British governments to run public services such as the Forestry Commission, The Central Electricity Board and The British Broadcasting Corporation in the 1920s. The political motivation to create these agencies remains contested, with Middlemas (1979), Millward & Singleton (1995) Greaves (2005) suggesting a desire to reduce industrial conflict and improve 'efficiency' and Van Thiel (2004) proposing a trend in imitation of previous measures. Its creation and relatively brief existence demonstrate elements of both those theories.…”

Resisting governmental control: how semi-autonomous agencies use strategic resources to challenge state coordination

“…Cause. The Dutch reform was a lengthy process that was initially based on a desire by the Court of Audit and Parliament to 'regain control' over ZBOs (ARK, 1995;De Kruijff, 2011;Van Thiel, 2008). Ministers and ministries were less in favor of one charter law, which would mark the limits of ministerial responsibility more explicitly, reducing their discretion to avoid blame in case of poor agency performance.…”