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The main thread of this review article is to identify the reasons of how to account for the trajectory of American power in the region. Leaving behind the vast amount of highly politicised and hastily compiled volumes of recent years (notwithstanding valuable exceptions), the monographs composed by Lawrence Freedman, Trita Parsi and Oliver Roy attempt to subtly disentangle the intricacies of US involvement in the region from highly distinct perspectives. One caveat for International Relations theorists is that none of the
aforementioned authors intends to provide theoretical frameworks for his examination. However, since IR theory has damagingly neglected history in the last decades, the works under review here, at least in part, compensate for this disciplinary and intellectual failure. In conclusion, Freedman’s in-depth approach as a diplomatic historian, with its under-lying reference to the various traditions in US foreign policy thinking, is most illuminating, while Parsi’s contestable account focuses too narrowly on the Iran-Israel relationship. Roy’s explications fail to show how and why the ‘ideological’ element in US foreign policy came to carry exceedingly more weight after 2001 than it did in the 1990s.
Long-term policy issues are a particularly vexing class of environmental policy issues which merit increasing attention due to the long-time horizons involved, the incongruity with political cycles, and the challenges for collective action. Following the definition of long-term environmental policy challenges, I pose three questions as challenges for future research, namely 1. Are present democracies well suited to cope with long-term policy challenges? 2. Are top-down or bottom-up solutions to long-term environmental policy challenges advisable? 3. Will mitigation and adaptation of environmental challenges suffice? In concluding, the contribution raises the issue of credible commitment for long-term policy issues and potential design options.
The article explores Europeanisation as an effect of European political integration, a process driven by struggles over the legitimate political and social order that is to prevail in Europe. Firstly, an analytic framework is constructed, drawing on insights from Pierre Bourdieu’s work on similar struggles over nation-stateness. Secondly, the mechanisms identified are used to assess the role played by economic experts and expertise in the process of European political integration. It is argued that concepts arising from economic disciplines, agents educated in economics, and practising economic professionals influence European political integration and have benefited from Europeanisation initiated by this process. Special emphasis is placed on strategies of integrating Europe by law or by market, on governing Europe using economic expertise, on the role played by economic academia in researching and objectifying Europe, and on staffing European institutions with economists.
Balancing the Moods
(2018)
Quality management (QM) has spread around the world and reached higher education in Europe in the early 1990s (Mendel, 2006, 137; Kernegger and Vettori, 2013, 1). However, researchers were rather more interested in national quality assurance policies (macro-level) and accreditation systems (meso-level) than in intra-organizational perspectives about the day-to-day implementation of quality assurance policies by various actors (micro-level). Undoubtedly, organizational change is a challenging endeavor for all kinds of groups. On the one hand, it provides the opportunity of further development and innovation, but on the other hand, it exposes organizations and actors to the risk of losing established structures and accepted routines.
Like in many other organizations, actors may not necessarily perceive change as a promoter of innovation and development. Instead, they may consider change as a threat to the existing status quo or, as March points out, as an “interplay between rationality and foolishness” (March, 1981, 563). Consequently, change provokes either affective or behavioral actions (Armenakis and Bedeian, 1999, 308–310), such as, for example, resistance. Anderson (2006, 2008) and Lucas (2014) have shown, for example, that academic resistance is an important issue. However, Piderit characterizes resistance as a multidimensional construct (Piderit, 2000, 786–787) subject to a wide variety of issues related to quality and QM. Although QM has been described as a “fashion” (Stensaker, 2007, 101) in the higher education sector that provokes many different reactions, its implementation in higher education institutions (HEIs) is still a rather unexplored field. Thus, the evidence provided by Anderson (2006, 2008) and others (Newton, 2000, 2002; McInnis et al., 1995; Fredman and Doughney, 2012; Lucas, 2014; etc.) needs to be expanded, because they only consider the perspective of academia. In particular, the view of other actors during the implementation of quality assurance policies is a missing piece in this empirical puzzle. Nearly nothing is known about how quality managers deal with reactions to organizational change like resistance and obstruction. Until now, only a few studies have focused on intra-organizational dynamics (see, for example: Csizmadia et al., 2008; Lipnicka, 2016).
Besides the lack of research on the implementation of quality assurance policies in HEIs, quality managers seem to be an interesting subject for further investigations because they are “endogenous” to institutional processes. On the one hand, quality managers are the result of quality assurance policies, and on the other hand, they influence the implementation of quality assurance policies, which affect other actors (like academics, administrative staff, etc.). Here, quality managers, as members of an emerging higher education profession, are involved in various conflict lines between QM, HEI management and departments, which need further research (Seyfried and Pohlenz, 2018, 9).
Therefore, the aim of our paper is twofold: firstly, to answer the question of how quality managers perceive resistance, and secondly, which measures they take in situations of perceived resistance. We offer a new research perspective and argue that resistance is not merely provoked by organizational change; it also provokes counter-reactions by actors who are confronted with resistance. Thus, resistance seems to be rather endogenous.
To theorize our argument, we apply parts of the work of Christine Oliver (1991), which provides theoretical insights into strategic responses to institutional processes, ranging from acquiescence to manipulation (Oliver, 1991, 152). We, therefore, investigate the introduction of QM in teaching and learning, and the emergence of quality managers as higher education professionals as one of the results of quality assurance policies. Consequently, the introduction of QM may be considered as an institutional process provoking reactions and counter-reactions of various organizational units within HEIs. These circumstances are constitutive for how quality managers deal with resistance and other reactions toward organizational change. We use this theoretical framework to analyze the German higher education sector, because this particular case can be considered as a latecomer in New Public Management reforms (Schimank, 2005, 369) and Germany is a country where academic self-governance plays a very important role, and strongly influences academics’ behavior when it comes to organizational change (Wolter, 2004).
Our empirical results are based on a mixed-methods research design and integrate half-structured interviews and a nationwide survey at the central level in German HEIs, which excludes faculty members of QM (decentral level). They reveal that quality managers take different types of action when resistance occurs during the implementation of quality assurance policies. Furthermore, quality managers mainly react with different tactics. These tactics seem to be relevant for convincing academics and for the enhancement of their commitment to improve the quality of teaching and learning, instead of provoking further resistance or avoidance practices.
This article proceeds as follows: the next sections describe the context and explain our main theoretical concepts referring to the work of Oliver (1991) and others. After that, we present our case selection and the methodological framework, including the data sources and the operationalization of selected variables. Finally, we provide our empirical results about quality managers’ perceptions on resistance and we draw conclusions.
Conclusion : Tensions, Challenges, and Future "Flags" of Local Public Sector Reforms and Comparative
(2016)
Die international vergleichende Verwaltungswissenschaft (Comparative Public Administration) ist in den vergangenen Jahrzehnten zu einem wichtigen Teilsegment der vergleichenden Politikwissenschaft geworden. Im vorliegenden Beitrag wird am Beispiel wesentlicher Typologien, Begriffe und Forschungserträge herausgearbeitet, welche Rolle das Vergleichen in der Verwaltungswissenschaft und die öffentliche Verwaltung als Gegenstandsbereich der vergleichenden Politikwissenschaft spielen. Es werden zentrale Befunde zur Wirkungsweise und zum Erklärungsbeitrag unterschiedlicher Verwaltungssysteme in vergleichender Perspektive vorgestellt.
Ende Juli 2011 jubelt die europäische Presse: Endlich gebe es die nötige Solidarität in der Euro-Zone. Die Angriffe der Rating-Agenturen könnten abgewehrt, die Interessen der Finanzmärkte befriedet werden. Was aber heißt Solidarität hier und heute? Wie ist sie in der Europäischen Union verankert, formal, rechtlich und politisch? Mit was für einer Krise haben wir es überhaupt zu tun? Was verbindet die eingeforderte Solidarität mit der Demokratie? Und welche Rolle spielt Deutschland in dieser Krise? Antworten auf diese Fragen bietet der Text von Heinz Kleger.
Who makes the world?
(2020)
In this essay, we consider the role of academics as change-makers. There is a long line of reflection about academics' sociopolitical role(s) in international relations (IR). Yet, our attempt differs from available considerations in two regards. First, we emphasize that academics are not a homogenous group. While some keep their distance from policymakers, others frequently provide policy advice. Hence, positions and possibilities of influence differ. Second, our argument is not oriented towards the past but the future. That is, we develop our reflections on academics as change-makers by outlining the vision of a 'FutureLab', an innovative, future forum that brings together different world-makers who are united in their attempt to improve 'the world'. Our vision accounts for current, perhaps alarming trends in academia, such as debates about the (in)ability to confront post-truth politics. Still, it is a (critically) optimistic one and can be read as an invitation for experimentation. Finally, we sympathize with voices demanding the democratization of academia and find that further cross-disciplinary dialogues within academia and dialogues between different academics, civil society activists and policymakers may help in finding creditable solutions to problems such as climate change and populism.