Public Administration in Times of Transnationalisation and Crisis
The Dynamics of Organisational Change in Ministries of Finance
Zusammenfassung
Koordination in Ministerialbürokratien hat sich gewandelt. Das Buch analysiert den Wandel in Organisationsstrukturen und im Akteursverhalten in Zeiten von Transnationalisierung und der globalen Finanz- und Eurozonenkrise. Es geht damit einen Schritt weiter als die meisten existierenden Studien, welche vorwiegend formale Organisationsstrukturen und Transnationalisierungs- oder Kriseneinflüsse untersuchen. Dieser „inklusive“ Forschungsansatz ermöglicht es, ein differenziertes Bild von Wandel im dänischen und deutschen Finanzministerium zu zeichnen. Während kooperative Koordination auf tiefgreifenden Wandel zu Krisenzeiten hindeutet, erkennbar in einer Stärkung der „kosmopolitischen Identität“ von Akteuren, so vermag Transnationalisierung nicht die „lokalen Identitäten“ von Akteuren zu verändern, beobachtbar in der Kontinuität hierarchischer Koordination. Das Buch zeigt folglich, dass Krise eine notwendige Bedingung für Transnationalisierung ist, um ihr transformatives Potential zu entfalten.
Abstract
Coordination in public administration has changed. This book analyses change in organisational structures and actors’ behaviour in times of transnationalisation and the global financial and eurozone crisis. It thereby goes one step further than the majority of existing studies, which focus on change in organisational structures and the impact of transnationalisation or crisis. This ‘inclusive’ approach enables the book to portray a nuanced and detailed picture of change in the Danish and German Ministries of Finance. Whilst cooperative forms of coordination indicate profound change in times of crisis, which is observable in the strengthening of actors’ ‘cosmopolitan identities’, transnationalisation does not have the power to overrule actors’ prevailing ‘local identities’, which is evidenced by the continuity of hierarchical coordination. The book thereby shows that crisis is a necessary condition for transnationalisation to realise its full transformative potential.
- Kapitel Ausklappen | EinklappenSeiten
- 1–12 Titelei/Inhaltsverzeichnis 1–12
- 13–73 Part I: Context, method and theoretical framework 13–73
- Chapter 1: Transnationalisation, crisis and public administration
- 1.1 Transnational constellations challenge bureaucratic organisations
- 1.2 Societal and scientific relevance of this book
- 1.3 The theoretical argument: Organisations ‘filter’ adaptive pressure, actors ‘shape’ organisational change
- 1.4 Research design, case selection, data and analysis
- 1.5 Structure of the book
- Chapter 2: Change in times of transnationalisation and crisis
- 2.1 Change in coordination: Levels and modes
- 2.2 Dimensions of change: Structures and behaviour
- 2.3 Result of change: Profound or path dependent?
- Chapter 3: Explaining change: An integrative perspective
- 3.1 Environmental factors: Transnationalisation and crisis exert adaptive pressure
- 3.2 Institutional context: Organisational models ‘filter’ adaptive pressure
- 3.3 Individual action: Rule takers and rule makers ‘shape’ organisational change
- 3.4 Summary: The theoretical argument
- 74–185 Part II: Preconditions for and empirical analysis of change 74–185
- Chapter 4: Pressures and preconditions for change
- 4.1 Similarities in transnationalisation and crisis affectedness
- 4.2 Differences in underlying organisational models
- 4.3 Differences in identities and scope of choice
- 4.4 Summary: Pressures and preconditions for change
- Chapter 5: Transnationalisation and change: The German case
- 5.1 The standard operating procedure: Hierarchical specialisation to handle transnational tasks
- 5.2 Local identities and strategic reluctance restricting effective coordination of transnational tasks
- 5.3 Summary
- Chapter 6: Crisis and change: The German case
- 6.1 Never change a winning team? Hierarchical specialisation reinforcing the need for contingent coordination
- 6.2 Contingent coordination: Indications of a cosmopolitan identity through strategic action ‘at its best’
- 6.3 Summary
- Chapter 7: Transnationalisation and change: The Danish case
- 7.1 The FM's transformation from a transnational 'nobody' to a 'key player'
- 7.2 Prevailing local identities leading to a state of 'segmentation' between national and transnational politics
- 7.3 Summary
- Chapter 8: Crisis and change: The Danish case
- 8.1 The loss of transnational responsibilities putting the FM under pressure to remain a transnational player
- 8.2 Strategic opt-ins blurring identities
- 8.3 Summary
- 186–208 Part III: Comparative synthesis and conclusion 186–208
- Chapter 9: Comparative synthesis
- 9.1 Result of change: Path dependence or profound change?
- 9.2 Understanding organisational change
- 9.3 Change in structure and behaviour
- Chapter 10: Conclusion
- 10.1 Précising the empirical results
- 10.2 Contribution of this book to existing research
- 10.3 Avenues for further research
- 209–210 Appendix 209–210
- 211–238 Bibliography 211–238
