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| 001 | 9012714594110 | ||
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| 008 | 090127s2009 xx ||||gr |0|| 0 eng d | ||
| 100 | 1 |
_91346 _a Bouckaert, Geert |
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| 245 | 1 | 0 |
_aThe Administrative and academic politics of ranking research : _bthe case of the 2004 "public sector performance" study in the Netherlands |
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_aPhiladelphia, PA : _bRoutledge, _cSeptember 2008 |
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| 520 | 3 | _aAbstract | |
| 520 | 3 | _aIn contrast to the other analyses of rankings in this issue, this paper concentrates on analyzing a single specific case of a rankings exercise from the inside, in large part relying on documents produced by observer participation. The case that is analyzed in depth is an exercise conducted by the Dutch government in the early 2000s to produce a critical comparison and de facto ranking of public sector performance in the industrialised countries. The paper examines the production process which culminated in the publication of Public Sector Performance by the Dutch Social Cultural Planning Office (SCP) in 2004, and in particular the interactions between the civil servants of the SCP and the outside academic body in Belgium that the SCP commissioned to produce the public administration component of the ranking exercise. | |
| 520 | 3 | _aOn the basis of this inside analysis, the paper describes how the SCP ranking analysis of public administration was conducted, and examines the process from three complementary and overlapping analytic perspectives drawn from the literature on the politics of evaluation research. Those perspectives are: how supply interacts with demand for ranking surveys, how the management of meaning played out in this case, and how culture shapes ranking surveys. The paper shows that in this case the Say's law principle of analytic supply leading to political demand did not apply and that there was a mismatch between demand for and supply of public administration indicators. It also shows how ranking exercises can develop in a politico-administrative culture often said to be much more predisposed to soft consensus in its operation than that applying in less consociational administrative cultures | |
| 773 | 0 | 8 |
_tInternational public management journal _g11, 3, p. 367-384 _dPhiladelphia, PA : Routledge, September 2008 _xISSN 10967494 _w |
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_a20090127 _b1459^b _cTiago |
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_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c28083 _d28083 |
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| 041 | _aeng | ||