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Public Administration in Times of Transnationalisation and Crisis

The Dynamics of Organisational Change in Ministries of Finance
Authors:
Publisher:
 2019

Summary

Coordination in public administration has changed. This book analyses change in organisational structures and actors’ behaviour in times of transnationalisation and the global financial and eurozone crisis. It thereby goes one step further than the majority of existing studies, which focus on change in organisational structures and the impact of transnationalisation or crisis. This ‘inclusive’ approach enables the book to portray a nuanced and detailed picture of change in the Danish and German Ministries of Finance. Whilst cooperative forms of coordination indicate profound change in times of crisis, which is observable in the strengthening of actors’ ‘cosmopolitan identities’, transnationalisation does not have the power to overrule actors’ prevailing ‘local identities’, which is evidenced by the continuity of hierarchical coordination. The book thereby shows that crisis is a necessary condition for transnationalisation to realise its full transformative potential.

Bibliographic data

Edition
1/2019
Copyright Year
2019
ISBN-Print
978-3-8487-5559-2
ISBN-Online
978-3-8452-9737-8
Publisher
Nomos, Baden-Baden
Series
Policy-Analyse und Verwaltungswissenschaft | Policy Analysis and Public Administration
Volume
22
Language
English
Pages
238
Product Type
Monograph

Table of contents

ChapterPages
  1. Titelei/Inhaltsverzeichnis No access 1 - 12
      1. Transnational constellations challenge bureaucratic organisations No access
      2. Societal and scientific relevance of this book No access
      3. The theoretical argument: Organisations ‘filter’ adaptive pressure, actors ‘shape’ organisational change No access
      4. Research design, case selection, data and analysis No access
      5. Structure of the book No access
      1. Change in coordination: Levels and modes No access
      2. Dimensions of change: Structures and behaviour No access
      3. Result of change: Profound or path dependent? No access
      1. Environmental factors: Transnationalisation and crisis exert adaptive pressure No access
      2. Institutional context: Organisational models ‘filter’ adaptive pressure No access
      3. Individual action: Rule takers and rule makers ‘shape’ organisational change No access
      4. Summary: The theoretical argument No access
      1. Similarities in transnationalisation and crisis affectedness No access
      2. Differences in underlying organisational models No access
      3. Differences in identities and scope of choice No access
      4. Summary: Pressures and preconditions for change No access
      1. The standard operating procedure: Hierarchical specialisation to handle transnational tasks No access
      2. Local identities and strategic reluctance restricting effective coordination of transnational tasks No access
      3. Summary No access
      1. Never change a winning team? Hierarchical specialisation reinforcing the need for contingent coordination No access
      2. Contingent coordination: Indications of a cosmopolitan identity through strategic action ‘at its best’ No access
      3. Summary No access
      1. The FM's transformation from a transnational 'nobody' to a 'key player' No access
      2. Prevailing local identities leading to a state of 'segmentation' between national and transnational politics No access
      3. Summary No access
      1. The loss of transnational responsibilities putting the FM under pressure to remain a transnational player No access
      2. Strategic opt-ins blurring identities No access
      3. Summary No access
      1. Result of change: Path dependence or profound change? No access
      2. Understanding organisational change No access
      3. Change in structure and behaviour No access
      1. Précising the empirical results No access
      2. Contribution of this book to existing research No access
      3. Avenues for further research No access
  5. Appendix No access 209 - 210
  6. Bibliography No access 211 - 238

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