How networks explain unintended policy implementation outcomes : the case of UK rail privatization
By: GRANTHAM, Andrew
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Material type: 
ArticlePublisher: 2001Public Administration an International Quarterly 79, 4, p. 851-870Abstract: How a government secures the implementation of is policies is one of the most interesting processes in public administration. The tendency o scholars is to ignore implementation and how it impacts on the form of policy, something which invariable changes once resources have been allocated to implementing agencies and the policy detail is addressed. Traditional `top-down`(Pressman and Wildavsky 1984/ Mazmanian and Sabatier 1981) analytical frameworks give only a partial explanation of outcomes. In making the case for a network approach, a typology of implementation networks is presented. The utility of this typology is evaluated in the context of one of the most complex privatization programmes attemped by any government: the privatization of British Rail (BR) between 1992 and 1997. In the cse of the sale of one BR subsidiary train operating company, ScotRail, a variety of agencies with competing interests and acting in a politically-charged climate exchanged essential resources to deliver the policy, though not without generating uninteded outcomes in the form of significant change to teh policy and the agencies chaged with implementing it
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
How a government secures the implementation of is policies is one of the most interesting processes in public administration. The tendency o scholars is to ignore implementation and how it impacts on the form of policy, something which invariable changes once resources have been allocated to implementing agencies and the policy detail is addressed. Traditional `top-down`(Pressman and Wildavsky 1984/ Mazmanian and Sabatier 1981) analytical frameworks give only a partial explanation of outcomes. In making the case for a network approach, a typology of implementation networks is presented. The utility of this typology is evaluated in the context of one of the most complex privatization programmes attemped by any government: the privatization of British Rail (BR) between 1992 and 1997. In the cse of the sale of one BR subsidiary train operating company, ScotRail, a variety of agencies with competing interests and acting in a politically-charged climate exchanged essential resources to deliver the policy, though not without generating uninteded outcomes in the form of significant change to teh policy and the agencies chaged with implementing it
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