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Public Administration in Times of Transnationalisation and Crisis

The Dynamics of Organisational Change in Ministries of Finance
Autor:innen:
Verlag:
 15.02.2019

Zusammenfassung

Koordination in Ministerialbürokratien hat sich gewandelt. Das Buch analysiert den Wandel in Organisationsstrukturen und im Akteursverhalten in Zeiten von Transnationalisierung und der globalen Finanz- und Eurozonenkrise. Es geht damit einen Schritt weiter als die meisten existierenden Studien, welche vorwiegend formale Organisationsstrukturen und Transnationalisierungs- oder Kriseneinflüsse untersuchen. Dieser „inklusive“ Forschungsansatz ermöglicht es, ein differenziertes Bild von Wandel im dänischen und deutschen Finanzministerium zu zeichnen. Während kooperative Koordination auf tiefgreifenden Wandel zu Krisenzeiten hindeutet, erkennbar in einer Stärkung der „kosmopolitischen Identität“ von Akteuren, so vermag Transnationalisierung nicht die „lokalen Identitäten“ von Akteuren zu verändern, beobachtbar in der Kontinuität hierarchischer Koordination. Das Buch zeigt folglich, dass Krise eine notwendige Bedingung für Transnationalisierung ist, um ihr transformatives Potential zu entfalten.

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Bibliographische Angaben

Erscheinungsjahr
2019
Erscheinungsdatum
15.02.2019
ISBN-Print
978-3-8487-5559-2
ISBN-Online
978-3-8452-9737-8
Verlag
Nomos, Baden-Baden
Reihe
Staatslehre und politische Verwaltung
Band
22
Sprache
Englisch
Seiten
238
Produkttyp
Monographie

Inhaltsverzeichnis

KapitelSeiten
  1. Titelei/Inhaltsverzeichnis Kein Zugriff 1 - 12
      1. Transnational constellations challenge bureaucratic organisations Kein Zugriff
      2. Societal and scientific relevance of this book Kein Zugriff
      3. The theoretical argument: Organisations ‘filter’ adaptive pressure, actors ‘shape’ organisational change Kein Zugriff
      4. Research design, case selection, data and analysis Kein Zugriff
      5. Structure of the book Kein Zugriff
      1. Change in coordination: Levels and modes Kein Zugriff
      2. Dimensions of change: Structures and behaviour Kein Zugriff
      3. Result of change: Profound or path dependent? Kein Zugriff
      1. Environmental factors: Transnationalisation and crisis exert adaptive pressure Kein Zugriff
      2. Institutional context: Organisational models ‘filter’ adaptive pressure Kein Zugriff
      3. Individual action: Rule takers and rule makers ‘shape’ organisational change Kein Zugriff
      4. Summary: The theoretical argument Kein Zugriff
      1. Similarities in transnationalisation and crisis affectedness Kein Zugriff
      2. Differences in underlying organisational models Kein Zugriff
      3. Differences in identities and scope of choice Kein Zugriff
      4. Summary: Pressures and preconditions for change Kein Zugriff
      1. The standard operating procedure: Hierarchical specialisation to handle transnational tasks Kein Zugriff
      2. Local identities and strategic reluctance restricting effective coordination of transnational tasks Kein Zugriff
      3. Summary Kein Zugriff
      1. Never change a winning team? Hierarchical specialisation reinforcing the need for contingent coordination Kein Zugriff
      2. Contingent coordination: Indications of a cosmopolitan identity through strategic action ‘at its best’ Kein Zugriff
      3. Summary Kein Zugriff
      1. The FM's transformation from a transnational 'nobody' to a 'key player' Kein Zugriff
      2. Prevailing local identities leading to a state of 'segmentation' between national and transnational politics Kein Zugriff
      3. Summary Kein Zugriff
      1. The loss of transnational responsibilities putting the FM under pressure to remain a transnational player Kein Zugriff
      2. Strategic opt-ins blurring identities Kein Zugriff
      3. Summary Kein Zugriff
      1. Result of change: Path dependence or profound change? Kein Zugriff
      2. Understanding organisational change Kein Zugriff
      3. Change in structure and behaviour Kein Zugriff
      1. Précising the empirical results Kein Zugriff
      2. Contribution of this book to existing research Kein Zugriff
      3. Avenues for further research Kein Zugriff
  5. Appendix Kein Zugriff 209 - 210
  6. Bibliography Kein Zugriff 211 - 238

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