Zoekresultaat: 91 artikelen

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    From 1964 (until around 1990), political science became the dominant approach within (local) administrative sciences in the Netherlands. This position was taken over from the legal approach. In this period, the concepts of politics, policy and decision-making were central to research and theory. In the period up to 1990, we still see a predominantly administration-centric or government-centric perspective among these political scientists, although we already see incentives from different authors for a broader perspective (the politics, policy and decision-making concepts remain relevant however) that will continue in the period thereafter. This broader perspective (on institutions, management and governance) took shape in the period after 1990, in which Public Administration would increasingly profile itself as an independent (inter)discipline. This essay tells the story of the (local) administrative sciences in this period as envisaged by twelve high-profile professors. The story starts in 1990 in Leiden with the (gradual) transition from classical to institutional Public administration, as is revealed in the inaugural lecture by Theo Toonen. This is followed by eleven other administrative scientists, who are divided into four ‘generations’ of three professors for convenience. In conclusion, the author of this essay argues that there is mainly a need for what he calls a (self-)critical Public Administration.


Rik Reussing
Dr. G.H. Reussing is onderwijscoördinator van de joint degree Public Governance across Borders aan de Universiteit Twente en redactiesecretaris van Bestuurswetenschappen.
Artikel

Access_open Uitvoeringsorganisaties tussen staat en straat

De relevantie van maatschappelijke verantwoording voor directeuren van ZBO’s en agentschappen

Tijdschrift Bestuurs­wetenschappen, Aflevering 1 2021
Auteurs Lars Brummel, Sjors Overman en Thomas Schillemans
SamenvattingAuteursinformatie

    This contribution analyzes the degree of relevance that administrators of independent administrative bodies (ZBOs) and agencies assign to their accountability relationships with social stakeholders. Although there is a lot of attention for social forms of accountability in the scientific literature, no large-scale quantitative research has been conducted into how administrators of implementing organizations experience this accountability. This study fills this gap on the basis of survey research by: (1) mapping the importance of forms and practices of social accountability for implementing organizations; and (2) weighing potential explanations for differences in the importance of social accountability in implementing organizations. The authors show that administrators of ZBOs and agencies in the Netherlands attach great importance to accountability towards their broad public environment, also compared to other countries with similar types of implementing organizations. This observation is in line with the Dutch reputation of consensual and interactive governance. Differences in the importance of social accountability between implementing organizations cannot be explained by the vertical accountability relationship with the parent department or other institutional organizational characteristics. The analysis shows that social orientation is greater among ZBOs and agencies where the media has more influence over administrators. Social accountability is associated with greater perceived media pressure.


Lars Brummel
L. Brummel MSc is promovendus aan de Utrecht School of Governance (USG) van de Universiteit Utrecht. In 2018 rondde hij zijn researchmaster bestuurskunde en organisatiewetenschap af in Utrecht.

Sjors Overman
Dr. S.P. Overman MSc is universitair docent aan de Utrecht School of Governance (USG) van de Universiteit Utrecht. Hij is in 2016 gepromoveerd aan de Radboud Universiteit Nijmegen.

Thomas Schillemans
Prof. dr. T. Schillemans is hoogleraar Verantwoording, gedrag en instituties aan de Utrecht School of Governance (USG) van de Universiteit Utrecht.
Kroniek

Kantelpunt: op naar een nieuwe aanpak van problemen in de uitvoering van beleid

Tijdschrift Bestuurskunde, Aflevering 4 2020
Trefwoorden executive agencies, policy implementation, blame, ministries, parliament
Auteurs Prof. dr. Sandra van Thiel
SamenvattingAuteursinformatie

    Over the past three years a number of reports and initiatives have emerged which seem to point to a different approach to solve problems in and with executive agencies. In the past, most problems were blamed on the agencies, by the media and politicians alike. However, these new reports and initiatives seem to allow room for a different, more realistic explanation. This article lists five of these reports and initiatives. First a letter on the results of the new coalition formation in 2017, concluding that executive agencies are under too much pressure and blame, and drawing more attention to the role of the legislature and the executive powers. Second, a report has been written by the Senior Civil Service – commissioned by a group of ministries – that offers a powerful analysis of the various causes of problems in and with executive agencies, leading to a number of prescriptions for all parties involved. Third, a ministerial committee has been established to discuss these problems and possible solutions on a regular basis. Fourth, the House of Representatives has launched a parliamentary inquiry into this topic. And finally, an unsolicited advisory report by the Council of State has been published on the dilemmas around ministerial accountability, stating that the blame for problems in and with executive agencies is often attributed in a false way. Together these five reports and initiatives call for a broader approach in handling such problems and hence more effective solutions.


Prof. dr. Sandra van Thiel
Prof. dr. S. van Thiel is hoogleraar Publiek Management aan de Erasmus Universiteit Rotterdam en de Radboud Universiteit Nijmegen. Zij doet al 25 jaar onderzoek naar uitvoeringsorganisaties en schreef daarover ‘Leren loslaten’ met 10 lessen voor de sturingsrelaties tussen ministeries en uitvoeringsorganisaties (uitgegeven bij Boom bestuurskunde).
Dissertatie

Inside the behavioural state

Tijdschrift Bestuurskunde, Aflevering 4 2020
Auteurs Joram Feitsma

Joram Feitsma
Vrij artikel

Verantwoorden met gevoel

Taalkundige analyse van de impact van verantwoordingsrapporten in het openbaar bestuur

Tijdschrift Bestuurskunde, Aflevering 3 2020
Auteurs Prof. dr. Thomas Schillemans en Marija Aleksovska Msc
SamenvattingAuteursinformatie

    This paper analyzes the impact of linguistic characteristics of accountability reports on public sector organizations. It does so by analysing hundreds of accountability reports by four public sector bodies using the linguistic tool LIWC. The research question is: what linguistic characteristics of accountability reports are related to a bigger impact on the evaluated organization? The impact of three strategic choices is assessed. First of all, the impact of strategic positioning. Authors of texts can maintain a position of power in the choice of language (high clout) and speak top down to the recipient or they can take a more egalitarian, face to face, position. Secondly, authors can choose to use many complex linguistic phrasings, with causal reasoning for instance, or they can opt for simpler texts. Finally, the text can be littered with emotional, positive and negative, wordings or can be set in a neutral tone. Our analyses suggest that more emotional accountability reports are consistently related to a better reception and seem to have more impact. This has important consequences both theoretically and practically, which are discussed in the paper.


Prof. dr. Thomas Schillemans
Prof. dr. T. Schillemans is hoogleraar Bestuur en beleid aan de Universiteit Utrecht, Departement Bestuurs- en Organisatiewetenschap. Daarnaast is hij als co-decaan verbonden aan de Nederlandse School voor Openbaar Bestuur.

Marija Aleksovska Msc
M. Aleksovska, Msc is promovenda aan de Universiteit Utrecht, Departement Bestuurs- en Organisatiewetenschap.
Kroniek

Proeftuinen zonder wij

Tijdschrift Bestuurskunde, Aflevering 3 2020
Trefwoorden integrated care, policy integration, collaborative governance, distributed leadership, magic concepts
Auteurs Dr. Duco Bannink
SamenvattingAuteursinformatie

    This article is a review of two policy documents on integrated care in the Netherlands. I argue that not a shared definition of ‘integrated care,’ but instead the own factual understandings of care and normative preferences, values or interests concerning care motivates the action of actors that need to produce integrated care. Not the network-level problem, but instead actor-level motivations explain to what extent integrated care is effectuated. The policy documents, but also important segments of the literature on policy integration seem to underestimate this problem.


Dr. Duco Bannink
Dr. D.B.D. Bannink is werkzaam als Associate Professor of Public Administration and Organisation Science bij het Talma Institute, Vrije Universiteit Amsterdam.
Kroniek

Bestuurders: onderbelicht, maar onder het vergrootglas

Tijdschrift Bestuurskunde, Aflevering 2 2020
Trefwoorden boards, board capacity, good governance, public sector, inspection
Auteurs Dr. Marieke van Genugten en Dr. Marlies Honingh
SamenvattingAuteursinformatie

    The number of boards in the public domain has risen sharply in recent decades and so has the number of reports containing guidelines for effective and good governance. The question, however, is what this flow of advice is based on and what we actually know about board capacity. In this paper, we discuss theoretical expectations on boards, recent developments in governance based inspection, and empirical research on this topic. All in all, it appears that relatively little empirical research is conducted into boards in the public domain. And the research that is available is as yet not very optimistic. Based on these observations, we conclude that it is necessary to re-examine the policy assumptions with regard to board capacity in the public domain.


Dr. Marieke van Genugten
Dr. M.L. van Genugten is universitair docent bij de sectie Bestuurskunde van de Faculteit der Managementwetenschappen van de Radboud Universiteit.

Dr. Marlies Honingh
Dr. M.E. Honingh is universitair hoofddocent bij de sectie Bestuurskunde van de Faculteit der Managementwetenschappen van de Radboud Universiteit.

    Given the increasing importance of local administration and its range of tasks, it is important to know whether municipal councils are succeeding in properly controlling the administration. That is one of the main tasks that has been entrusted to the municipal council when dualism was introduced in the Netherlands in 2002. Council members are aware of the importance of the monitoring task, but little is known about the way in which they perform this task. Research in ten Dutch municipalities into the use of the available set of tools for framing and monitoring shows that municipal councils make little or no use of some of the instruments, in particular with regard to information gathering and the support of the council. Good information provision to the council sometimes appears to be subordinated to the political importance of the coalition. And everywhere councillors are struggling with the set of programmes for programme budgeting and accounting introduced during the dualisation process: it offers insufficient possibilities for framing and checking. In the absence of a clear assessment framework, it is not possible to determine whether this detracts from the effectiveness of control and framework. What good or effective control is and what its purpose is are also apparently not a topic for discussion in the local arena. This article shows (a) that council members can make more and better use of available framework and control instruments and the possibilities for supporting the council; b) the instrument of the programme budget (and the program account) does not seem to live up to the expectations of the dualisation process; c) mayors, as chairmen of the council, do not always feel responsible for the proper provision of information for the council and, in a broader sense, for better positioning of the council as a framework-setting and controlling body. More leadership is required here.


Prof. dr. Klaartje Peters
Prof. dr. C.E. Peters is zelfstandig onderzoeker en publicist, bijzonder hoogleraar Lokaal en regionaal bestuur aan de Universiteit Maastricht en redactielid van Bestuurswetenschappen.

Dr. Peter Castenmiller
Dr. P. Castenmiller is verbonden aan adviesbureau PBLQ en is tevens voorzitter van de rekenkamer van de gemeente Delft.

    In this feature authors review recently published books on subjects of interest to readers of Beleid en Maatschappij.


Prof. Thomas Schillemans
Prof. Thomas Schillemans is hoogleraar verantwoording, gedrag en instituties aan de Universiteit Utrecht.

Dr. Duco Bannink
Dr. Duco Bannink is universitair hoofddocent aan de Vrije Universiteit en redactielid van Beleid en Maatschappij. Nanke Verloo, die de inleiding van deze recensie schreef, is boekenredacteur van Beleid en Maatschappij.
Thema-artikel

Het klimaat en het subject

Waarom Foucault een bestuurskundige klassieker is

Tijdschrift Bestuurskunde, Aflevering 1 2020
Trefwoorden climate change, climate policy, power, Foucault, governmentality
Auteurs Dr. Shivant Jhagroe
SamenvattingAuteursinformatie

    This paper discusses how Michel Foucault’s governmentality approach contributes to our understanding of the climate crisis and climate policy. After adopting a governmentality approach to the domain of climate change, the paper highlights how this approach contrasts with dominant conceptions of governance in Public Administration. Finally, the paper argues that Foucault is an innovative and important thinker and should be considered a classic for critical governance researchers.


Dr. Shivant Jhagroe
Dr. S. S. Jhagroe is als universitair docent verbonden aan het Instituut Bestuurskunde, Faculty of Governance and Global Affairs, Universiteit Leiden.
Thema-artikel

Tegendraads betrokken

De bijdrage van de complexiteitstheorie aan bestuur en bestuurskunde

Tijdschrift Bestuurskunde, Aflevering 1 2020
Trefwoorden complexity theory, machine, simplification, complex systems, critical public administration
Auteurs Hans Joosse MSc
SamenvattingAuteursinformatie

    Complexity theory dares to adopt a critical-constructive attitude to the practice and science of public administration. From the worldview of complex systems, it raises questions about the machine thinking that has influenced public administration strongly and persistently. Many contemporary attempts by governments to simplify societal issues to knowable, solvable and controllable problems – for example the approach to transforming Utrecht Central Station and dealing with multi-dimensional problems in families – can be traced back to machine thinking. Complexity theory points to the ineffectiveness and undesirability of simplifications and considers the complexity of government and society a quality that should be increased rather than reduced. Complexity theory not only keeps the administrative mind sharp on simplification reflexes, but also offers the option to make policy by increasing, rather than reducing complexity.


Hans Joosse MSc
J.A. Joosse, MSc is promovendus aan de Erasmus Universiteit Rotterdam, Department of Public Administration and Sociology.
Thema-artikel

Phronetische bestuurskunde

Een antwoord op bestuurskundig onderzoek zonder maatschappelijke bijdrage

Tijdschrift Bestuurskunde, Aflevering 1 2020
Trefwoorden phronetic public administration, critical and interpretive public administration, social relevance, perspectives, power process, imagination
Auteurs Yvonne La Grouw MSc
SamenvattingAuteursinformatie

    The discipline of public administration is critiqued for its lack of social relevance. Three issues prevent public administration scholars from social relevant research: (1) the assumption of universal knowledge; (2) the assumption of neutrality; and (3) distance from practice. These issues obscure the role of power processes in both the administrative practice under study and in conducting research, while paying attention to power processes is key to a more socially relevant public administration. I propose a phronetic research approach as an alternative to research that lacks social relevance. Phronetic public administration (1) acknowledges and deliberately uses the complexity of different perspectives of actors; (2) makes power processes visible; and (3) chooses a position in a dialogue about the problem under study by imagining alternative future scenarios. Phronetic research offers a promising, critical perspective on public administration by specifically aiming for a social contribution.


Yvonne La Grouw MSc
Y.M. La Grouw MSc is PhD-onderzoeker aan de afdeling Bestuurswetenschap & Politicologie van de Vrije Universiteit Amsterdam.
Thema-artikel

Access_open Kritische bestuurskunde

Naar een reflexief perspectief op bestuur en beleid

Tijdschrift Bestuurskunde, Aflevering 1 2020
Trefwoorden Critical Public Administration, Reflexive knowledge, Instrumental knowledge, Public Values
Auteurs Robert van Putten MSc MA, Lars Dorren MA MSc en Prof. dr. Willem Trommel
SamenvattingAuteursinformatie

    Over the past four decades of its existence, Dutch public administration has developed into a science which mainly produces knowledge that either caters to a very specific scientific niche or aims to optimize policy processes in an instrumental fashion. This type of knowledge is not well equipped to provide answers or improve understanding of the challenges of our time. We argue that public administration needs to shift its focus more towards producing reflexive knowledge in the form of what we would call critical public administration. Based on the contributions in this special issue, this article outlines what the contribution of such a critical public administration could be. The article shows that, even though it is theory driven, critical public administration is close to policy practice and can fuel a productive public debate by imagining alternative futures.


Robert van Putten MSc MA
R.J. van Putten MSc MA is promovendus aan de afdeling Bestuurswetenschappen en Politicologie, Vrije Universiteit Amsterdam.

Lars Dorren MA MSc
L. Dorren MA MSc is promovendus aan de onderzoeksgroep Politics & Public Governance, Universiteit Antwerpen.

Prof. dr. Willem Trommel
Prof. dr. W.A. Trommel is hoogleraar Bestuur en beleid aan de afdeling Bestuurswetenschappen en Politicologie, Vrije Universiteit Amsterdam.
Vrij artikel

20 jaar Verantwoordingsdag: Inzicht voor Kamercommissies

Hoe inhoudsanalyse inzicht geeft in prestatiegegevensgebruik door Kamerleden

Tijdschrift Bestuurskunde, Aflevering 1 2020
Trefwoorden performance information, accountability, Parliament, annual reports, Performance-based Budgeting
Auteurs Dr. Sjoerd Keulen
SamenvattingAuteursinformatie

    The 20th Accountability Day of the Netherlands House of Representatives is a fitting occasion to investigate whether Dutch Members of Parliament use performance information (PI). Performance information used by managers and politicians is a basic assumption for managing and guiding Performance-based Budgeting. Ironically, based on a literature review on performance use, we know that politicians and especially parliamentarians do not use performance information for decision making or scrutiny. This is specifically so when PI reports are long. Using the framework of accountability of Bovens (2007) and using content analysis of the questions, motions and debates of the Standing Committees on the annual reports, this article shows that MPs use performance information in all phases (informing, debating, sanctions). Contradicting earlier research on parliamentarians, we found that they use annual reports and reports of the Court of Audit as their main sources in the debates. This article shows that the use of PI in parliament is steadily rising. The growing importance of performance information for accountability is further illustrated by the strengthening of the accountability forum.


Dr. Sjoerd Keulen
Dr. S.J. Keulen is onderzoeker bij de Algemene Rekenkamer en universitair docent Bestuurskunde aan de Erasmus Universiteit Rotterdam.
Thema-artikel

Catharsis: een vergeten functie van financiële verantwoording

Tijdschrift Bestuurskunde, Aflevering 3 2019
Trefwoorden Catharsis, Accountability, Emotions, Debates, Positive Public Administration
Auteurs Dr. Sjoerd Keulen en Dr. Ronald Kroeze
Samenvatting

    Performance Budgeting has been introduced to gain greater managerial control over the outcomes and efficiency of policies and their budgets. Strikingly, a growing body of literature has explained that politicians hardly use performance information or only to emotionally judge government performance. We, however, propose understanding the emotional use of performance information as catharsis. Catharsis is the ritual of emotional and moral judging to understand and initiate improvement. Catharsis has been named as an important function of accountability, but has not been researched in the field of Public Administration. We discuss the concept of catharsis in relation to accountability and show that, by using evidence from its role in Dutch parliament, the use of ‘cathartic emotions’ are omnipresent in financial debates, especially when parliamentary enquiries and annual budgets are debated. Based on these findings catharsis should be understood as a much more serious function of accountability by both academics and public officials.


Dr. Sjoerd Keulen

Dr. Ronald Kroeze
Thema-artikel

Wanneer worden gemeenten gezien als waardevol?

Lokale publieke waardecreatie door de ogen van lokale actoren

Tijdschrift Bestuurskunde, Aflevering 3 2019
Trefwoorden public value management, Positive Public Administration, local government, performance assessment
Auteurs Scott Douglas DPhil en Prof. dr. Paul ’t Hart
Samenvatting

    This article explores how we can gain insight into the quality of local government with the help of the public value perspective. The public value perspective does not evaluate government through generalised standards or benchmarks, but through the judgments of the actors involved in the policy. This approach could do better justice to the unique context of different governments, such as different local governments. The public value perspective, however, is hampered by the competing expectations that actors have of public policy and their generally negative bias towards the government. Based on 71 interviews with local actors in six municipalities, we show how the public value approach does indeed yields many different and critical perspectives, even within municipalities that are considered successful by national experts. However, we also show which connections exist between these seemingly competing perspectives and how sombre judgments about past governance are actually influenced by optimistic ambitions for the future.


Scott Douglas DPhil

Prof. dr. Paul ’t Hart
Thema-artikel ‘Uitgesproken Bestuurskunde’

Access_open Inleiding: een nieuwe bestuurskundige avant-garde

Tijdschrift Bestuurskunde, Aflevering 2 2019
Auteurs Dr. Haiko van der Voort en Dr. Philip Marcel Karré

Dr. Haiko van der Voort

Dr. Philip Marcel Karré
Thema-artikel

‘Macho-meritocratie’ Singapore

Vijf lessen uit het genadeloze streven naar ambtelijke excellentie

Tijdschrift Bestuurskunde, Aflevering 1 2019
Trefwoorden Singapore, public service excellence, Performance, comparative public administration
Auteurs Prof. dr. Zeger van der Wal
Samenvatting

    Singapore and the Netherlands are small, export- and trade-dependent countries that perform excellently in many areas, such as good governance and integrity, policy effectiveness, liveability, innovation, and e-government. At the same time there are clear differences in political culture and history: Singapore has a more authoritarian governance style including limitations in press freedom, freedom of speech, and political activism. Within these contrasting contexts, both countries have introduced and implemented similar public management reforms since the 1990s. The aim of these reforms is to maintain public service excellence in a dynamic environment but the countries make contrasting choices in achieving this aim. This article describes how administrative excellence is organised and pursued in Singapore and identifies five lessons for the Netherlands: (1) Use positive narratives about government often; (2) be nuanced about capping top-level remuneration; (3) enhance the attractiveness of government as an employer; (4) invest in life-long learning; (5) be an authoritative expert amidst horizontalisation hypes.


Prof. dr. Zeger van der Wal
Thema-artikel

Access_open De blik naar buiten: bestuurlijke verbouwingen in het buitenland

Tijdschrift Bestuurskunde, Aflevering 1 2019
Trefwoorden bestuurlijke hervormingen, bestuurlijke ontwikkeling, internationale vergelijking, New Public Management, New Public Governance
Auteurs Prof. dr. Joop Koppenjan en Dr. Willemijn Dicke
Samenvatting

    In this special issue, recent public sector reforms in South Africa, Denmark, Belgium, Mexico, Singapore and Denmark are analysed. Reforms in the public sector are by and large explained as a chronological development from traditional bureaucracy, via New Public Management to New Public Governance. This is also the way the many administrative reforms in the Dutch public sector are often explained.
    The articles give insight in the administrative developments in these countries and their background. They also offer the opportunity to make comparisons with administrative developments in the Netherlands, and to draw lessons. The analyses show that the dominant explanation of reforms in the public sector (from traditional bureaucracy, to New Public Management to New Public Governance) is helpful in making sense of administrative developments, but they put this explanation into perspective too.
    For the Dutch situation yet another insight came to light. We often complain that the Dutch processes are cumbersome, take long and involve many -if not all- stakeholders. A close reading of the contributions from abroad must inevitably change this pejorative view on our national sport: the cumbersome process provides valuable checks and balances, that will help to fight the drawbacks and risks that we have seen in the international cases.


Prof. dr. Joop Koppenjan

Dr. Willemijn Dicke

    Civil servants at the Dutch authorities increasingly make use of behavioural insights in the policy process. These insights are primarily put on the agenda at the level of the national government in the Netherlands. However, they also seem to be particularly useful at the local level. After all, behaviour-conscious policy focuses on behavioural change through the redesign of the direct environments of citizens, and local authorities have a clear view and control over these environments. In the light of this potential, this article explores the current rise and institutionalization of behavioural expertise in local government. The work practices of local behavioural experts are examined on the basis of three dimensions of local government: positioning, practices and politics. The findings show that local behavioural experts are still in an experimental and start-up phase, but at the same time are already working with a wealth of behavioural assignments. In doing so, they deal tactically with scarce resources, resistance and abrasive institutional logics. The article shows that behavioural insights and designs are also promising in local government, that a local administrative landscape of behavioural expertise is already being developed; and that making meters in the field of behavioural expertise calls for several forms of coordination.


Joram Feitsma MSc
J.N.P. Feitsma MSc is promovendus bij het Departement Bestuurs- en Organisatiewetenschap van de Universiteit Utrecht. Hij studeerde bestuurs- en organisatiewetenschap en filosofie aan de Universiteit Utrecht en de Washington University in Saint Louis.
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