320 Politikwissenschaft
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During COVID-19, various public institutions tried to shape citizens’ behaviour to slow the spread of the pandemic. How did their authority affect citizens’ support of public measures taken to combat the spread of COVID-19? The article makes two contributions. First, it presents a novel conceptualisation of authority as a source heuristic. Second, it analyses the authority of four types of public institutions (health ministries, universities, public health agencies, the WHO) in two countries (Germany and the UK), drawing on novel data from a survey experiment conducted in May 2020. On average, institutional endorsements seem to have mattered little. However, there is an observable polarisation effect where citizens who ascribe much expertise to public institutions support COVID-19 measures more than the control group. Furthermore, those who ascribe little expertise support them less than the control group. Finally, neither perception of biases nor exposure to institutions in public debates seems consistently to affect their authority.
The seven deadly sins of quality management: trade-offs and implications for further research
(2019)
Quality management in higher education is generally discussed with reference to commendable outcomes such as success, best practice, improvement or control. This paper, though, focuses on the problems of organising quality management. It follows the narrative of the seven deadly sins, with each ‘sin’ illustrating an inherent trade-off or paradox in the implementation of internal quality management in teaching and learning in higher education institutions. Identifying the trade-offs behind these sins is essential for a better understanding of quality management as an organisational problem.
Coping, taming or solving
(2017)
One of the truisms of policy analysis is that policy problems are rarely solved. As an ever-increasing number of policy issues are identified as an inherently ill-structured and intractable type of wicked problem, the question of what policy analysis sets out to accomplish has emerged as more central than ever. If solving wicked problems is beyond reach, research on wicked problems needs to provide a clearer understanding of the alternatives. The article identifies and explicates three distinguishable strategies of problem governance: coping, taming and solving. It shows that their intellectual premises and practical implications clearly contrast in core respects. The article argues that none of the identified strategies of problem governance is invariably more suitable for dealing with wicked problems. Rather than advocate for some universally applicable approach to the governance of wicked problems, the article asks under what conditions different ways of governing wicked problems are analytically reasonable and normatively justified. It concludes that a more systematic assessment of alternative approaches of problem governance requires a reorientation of the debate away from the conception of wicked problems as a singular type toward the more focused analysis of different dimensions of problem wickedness.