{"title":"Acknowledgments","authors":"","doi":"10.1515/9781501745607-001","DOIUrl":"https://doi.org/10.1515/9781501745607-001","url":null,"abstract":"","PeriodicalId":136397,"journal":{"name":"Strategies for Governing","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121300462","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Aspects of Institutional Stewardship","authors":"A. Roberts","doi":"10.7591/cornell/9781501714405.003.0009","DOIUrl":"https://doi.org/10.7591/cornell/9781501714405.003.0009","url":null,"abstract":"This chapter addresses institutional stewardship and how leaders focus heavily on institutions, because institutions are the means by which life is breathed into governance strategies. Leaders must attend to four tasks: the design and consolidation of new institutions and the administration and adaptation of existing institutions. Leaders and critics outside the state are constantly engaged in debate about institutional design. The pressure to invent new designs is felt most intensely where threats to the state are perceived to be severe—in the field of national defense or internal security, for example. Leaders often borrow designs from powerful or rival states in addition to learning from their own experience. Meanwhile, the term “consolidation” is often used by experts in peacebuilding and statebuilding—that is, the job of shoring up fragile states. Consolidation has also been described as the process of solidifying or “locking in” new arrangements. Once established, institutions must be administered. Administration encompasses the running of organizations, the enforcement of laws, and the execution of programs. The final aspect of institutional stewardship is adaptation: the renovation or reform of institutions in response to changing conditions.","PeriodicalId":136397,"journal":{"name":"Strategies for Governing","volume":"71 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126251518","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Summary of Propositions","authors":"A. Roberts","doi":"10.7591/cornell/9781501714405.003.0002","DOIUrl":"https://doi.org/10.7591/cornell/9781501714405.003.0002","url":null,"abstract":"This chapter summarizes the propositions that are emphasized within the proposed macro-level approach to public administration. These propositions suggest that the fundamental unit of political organization is the state. Every state has leaders; that is, a relatively small group of people who have substantial influence over the ordering of state goals and the means by which those goals are pursued. Generally, leaders try to maintain and improve their own positions within the state apparatus; increase power and legitimacy within the state system; increase power and legitimacy within the state's own territory; and increase national prosperity. In addition, leaders ought to advance human rights for the population that is subject to their authority. The behavior of leaders is guided by governance strategies that describe priorities and the means by which those priorities will be pursued. The chapter then details the aspects of the governing environment which must be taken into account as leaders set priorities and decide how those priorities will be pursued. Ultimately, scholars and practitioners in the field of public administration should be experts in the overall design, construction, administration, and renovation of those institutions that constitute a state. They should use this expertise to help leaders craft governing strategies that are effective, durable, and normatively defensible.","PeriodicalId":136397,"journal":{"name":"Strategies for Governing","volume":"41 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127189461","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"14. Efficiency or Extravagance","authors":"Alasdair Roberts","doi":"10.7591/9781501745607-016","DOIUrl":"https://doi.org/10.7591/9781501745607-016","url":null,"abstract":"","PeriodicalId":136397,"journal":{"name":"Strategies for Governing","volume":"47 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131664360","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"17. Present or Future","authors":"Alasdair Roberts","doi":"10.7591/9781501745607-019","DOIUrl":"https://doi.org/10.7591/9781501745607-019","url":null,"abstract":"","PeriodicalId":136397,"journal":{"name":"Strategies for Governing","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126906447","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Index","authors":"","doi":"10.7591/9781501745607-029","DOIUrl":"https://doi.org/10.7591/9781501745607-029","url":null,"abstract":"","PeriodicalId":136397,"journal":{"name":"Strategies for Governing","volume":"38 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131832550","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Danger, Strategic Fragility, and Realism","authors":"A. Roberts","doi":"10.7591/cornell/9781501714405.003.0012","DOIUrl":"https://doi.org/10.7591/cornell/9781501714405.003.0012","url":null,"abstract":"This chapter studies how some scholars who study international relations subscribe to a way of thinking about the world called realism. Niccolò Machiavelli is considered one of the intellectual godfathers of realism. Realists believe that the world is a dangerous place, full of risks to essential state interests, and that leaders must be alert to these risks. The chapter then explains that threats managed by leaders come in many forms. Leaders try to manage such dangers by crafting strategies for governing and renovating institutions to give effect to those strategies. They are engaged in the work of threat management. Leaders hope that these strategies will provide long-lasting protection against the most serious dangers, but this hope is often dashed. Events move too quickly and strategies become outmoded. To put it another way, governance strategies are typically fragile. They require constant maintenance and renovation to accommodate an ever-changing array of risks. To protect the national interest, realists argue, leaders sometimes have to make choices that would be indefensible by the standards of conventional morality.","PeriodicalId":136397,"journal":{"name":"Strategies for Governing","volume":"85 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123756017","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"19. Planning or Improvisation","authors":"Alasdair Roberts","doi":"10.7591/9781501745607-021","DOIUrl":"https://doi.org/10.7591/9781501745607-021","url":null,"abstract":"","PeriodicalId":136397,"journal":{"name":"Strategies for Governing","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132688691","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Research","authors":"A. Roberts","doi":"10.7591/cornell/9781501714405.003.0021","DOIUrl":"https://doi.org/10.7591/cornell/9781501714405.003.0021","url":null,"abstract":"This chapter explores public administration research. Complaints about a lack of rigor in public administration research intensified in the 1980s. “Lack of rigor” meant a failure to define concepts and problems precisely, to test the validity of claims properly, and to build on the work of earlier scholars. In the interdisciplinary schools of public policy established in the 1970s and 1980s, researchers in public management worked alongside scholars from “hard” disciplines such as economics, and struggled to win support from their peers when they applied for tenure and promotion. The public management approach was designed to overcome this stigma. Scholars in public management sought to focus on questions of manageable size, define concepts and hypotheses precisely, and rely on the quantitative-statistical research methods preferred by economists. All of this would assure “rigorous empirical analysis.” By the early 2000s, quantitative-statistical research methods were dominant in the field. The worry today is that a shift in the focus of research toward the macro-level of analysis—that is, toward big questions about the role and design of the state—will mean abandoning the accomplishments of the last thirty years. The chapter then considers three ways to respond to such concerns.","PeriodicalId":136397,"journal":{"name":"Strategies for Governing","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130414151","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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