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Vienna's resilience
(2022)
This chapter provides a synthesis of the volume, bringing together the aspects that characterise each of the single policy domains analysed throughout and highlighting their synergic effects on the output. In particular, it addresses the dualisation tendencies between ‘winners’ and ‘losers’ in Vienna’s urban transformation in the changing dimensions of social stratification, on the one hand; and the mechanisms of institutional resilience, on the other hand. Despite the inclusive welfare system, emerging vulnerabilities currently pose new challenges for Vienna’s redistributive capacity in the key policy areas. Existing institutional arrangements and their regulatory capacities are a good starting point to answer the question: is Vienna still a just city?
Although mothers and fathers in almost all rich democracies are entitled to some form of paid parenting leave, fathers in particular do not take all the leave available to them. As employers play an important role in the implementation of parenting leave policies, this chapter investigates which workplace characteristics influence mothers' and fathers' uptake of their statutory leave entitlements. In Part 1, we estimate the size of the gap between statutory leave entitlement and leave uptake across genders and countries by combining data from the OECD and the European Labor Force Survey. In Parts 2 and 3, we review the literature on structural, cultural, and normative explanations for the gap in parenting leave uptake. We conclude the chapter with suggestions for further research, including the need for reliable data on the size of the implementation gap and research on non-European countries.
Administrative reforms refer to conscious decisions about institution building and institutional change that are taken at the end of political processes and can be conceived as the attempt by politico-administrative actors to change the institutional order (polity) within which they make and implement decisions. In this paper we proceed from the assumption that the role of politics, the constellation of political actors and arenas vary according to the scope and objectives of administrative reforms. Depending on whether they refer to changes between organizational units/levels/sectors ('external institutional policy') or to an internal reorganization ('internal institutional policy'), different actor strategies, patterns of conflict and power constellations can be expected. As external administrative reforms are aimed at changing functional and/or territorial jurisdictions and thus always involve external actors, larger resistance, heavier political conflicts and generally more politicization are likely to occur than in the case of internal administrative reforms. Yet, for internal reforms, too, actor coalitions which support or block institutional changes, promotors, leaders, and moderators have revealed to shape processes and outcomes. Against this background, this chapter examines the influence of politics on various types of administrative reforms making a distinction between external and internal institutional policies. We analyse the role of politico-administrative actors, their strategies and influence on the formulation, trajectories and outcomes of administrative reforms. Our major focus will be on reforms in the multi-level system on the one hand and on (Post-) NPM reforms on the other as two major international trends. Drawing on reform experiences in different European countries, the chapter will reveal to what extent actors' interests and influences have triggered and shaped administrative reforms and which difference these have made for the reform outcome.
Concentrating Solar Power (CSP) offers flexible and decarbonised power generation and is one of the few switchable renewable technologies that can generate renewable power on demand. Today (2018), CSP only contributes 5 TWh to European electricity generation but has the potential to become an important generation asset for decarbonising the electricity sector within Europe as well as globally. This chapter examines how factors and key political decisions lead to different futures and the associated CSP use in Europe in the years up to 2050. In a second step, we characterise the scenarios with the associated system costs and the costs of the support policy. We show that the role of CSP in Europe depends crucially on political decisions and the success or failure of policies outside of renewable energies. In particular, the introduction of CSP depends on the general ambitions for decarbonisation, the level of cross-border trade in electricity from renewable sources and is made possible by the existence of a strong grid connection between the southern and northern European Member States and by future growth in electricity demand. The presence of other baseload technologies, particularly nuclear energy in France, diminishes the role and need for CSP. Assuming a favourable technological development, we find a strong role for CSP in Europe in all modelled scenarios: Contribution of 100 TWh to 300 TWh of electricity to a future European electricity system. The current European CSP fleet would have to be increased by a factor of 20 to 60 over the next 30 years. To achieve this, stable financial support for CSP would be required. Depending on framework conditions and assumptions, the amount of support ranges at the EU level from € 0.4 to 2 billion per year, which represents only a small proportion of the total support requirement for the energy system transformation. Cooperation between the Member States could further help reduce these costs.
Tanakh, Mishnah and Talmud
(2022)
Strategic management is the deliberate engagement of an administration with the challenges of fulfilling its mission and ensuring and improving its ability to act by clarifying measures of success, an understanding of how to influence patterns of action, and organiza-tional learning. In this respect, it is not just about planning, but about an understanding of the emerging strategies of the administration in fulfilling its tasks and the use of opportunities for performance improvement, taking into account stakeholder expectations, resource base and organizational capabilities.
Reputation and influence
(2022)
International public administrations (IPAs) are collective bodies within international organizations (IOs) made up of international civil servants that support the intergovernmental bodies and member states. Over the last decade, research on these bodies has “gained substantial momentum”. Comparative assessments of IPAs reputation among stakeholders are rare. The literature on the sociological legitimacy of IOs is most advanced in this respect. A comparative agenda on IPAs reputation for expertise or neutrality is still in its infancy. Research has shown that different stakeholders view the same IPA quite differently. Reputation is a crucial concept in political science and IR research and has been widely used to predict states’ future behavior, notably regarding cooperation and conflict. IPAs seem to vary substantially in their reputation for expertise among critical interlocutors. In financial policy, several prominent IPAs are seen as experts, including the European Central Bank and the IMF.
Back in 1949, and thus only one year after the 1948 Universal Declaration of Human Rights, the four Geneva Conventions were adopted, providing a strong signal for a new world order created after 1945 with the United Nations at their centre and combining as their goals both the maintenance of peace and security and the protection of human rights, but also recognising, realistically, that succeeding generations had so far not yet been saved from the scourge of war. Hence, the continued need for rules governing, and limiting, the means and methods of warfare once an armed conflict has erupted. At the same time, the international community has unfortunately not been able so far to fully safeguard individual human rights, its efforts to that effect and the continuous development of international human rights law over the years notwithstanding.
Does personality matter? Is an individual who is open to experience more or less likely to become an entrepreneur? Is it better to score low or high in agreeableness for surviving as an entrepreneur? To the extent that personality captures one part of entrepreneurial abilities, which are usually unobservable, the analysis of traits and personality characteristics helps better understanding such abilities. This chapter reviews research on the relationship between personality and entrepreneurship since 2000 and shows that possessing certain personality characteristics will make it more likely that an individual will start an own business and hire staff. More specifically, with respect to the entry decision, research finds that nearly all so-called Big Five factors as well as several specific personality characteristics influence the entry probability into entrepreneurship. Further, entrepreneurs are more likely to hire, the higher they score in risk tolerance, trust, openness to experience, and conscientiousness. However, different factors such as low scores in agreeableness, the only Big Factor that does not affect entrepreneurial entry, influence entrepreneurial survival. And for some of characteristics that influence entrepreneurial entry, like high scores in the factor openness for experience or in risk tolerance, “revolving door effects” are found, explaining why some entrepreneurs subsequently exit again the market.