Lehrstuhl für Politikwissenschaft (Univ.-Prof. Dr. Stephan Grohs)
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Severe fiscal pressure experienced by some German municipalities has led to a shift in the way municipalities are controlled by the responsible state governments. Instead of purely relying on a system of approving budgets and borrowing, some states have established debt relief programmes which combine grants and sanctions, or even sent austerity commis-sioners who take over responsibilities of councils and mayors. Whether these are deemed proportionate and legitimate interventions into the constitutionally guaranteed administra-tive autonomy of the local level depends heavily on their success in limiting local government debt. Based on an innovative synthetic control approach, this paper undertakes an empirical assessment of a recent debt relief programme in North Rhine-Westphalia and the deploy-ment of an austerity commissioner, revealing that both instruments to some degree positive-ly impacted upon local government debt, as compared to non-intervention. Nevertheless, it finds the effect is limited in substantial terms.
This chapter focuses on the impact of specific “administrative styles,” understood as the everyday routines of the organization, on the reform patterns in international organizations. Consolidators are hence primarily driven by positional rather than policy interests. Entre-preneurs combine the latter two types; they develop administrative routines that entail intensive bureaucratic advocacy in policy-making and a strong orientation toward institu-tional consolidation to strengthen the administration’s position. In contrast, the picture should be completely different for consolidators. Given consolidators’ dominant motivation to secure their institutional status and legitimacy, organizational reforms will to a far greater degree reveal patterns of emulation of dominant reform paradigms and reform ideas in their organizational environment. Public sector organizations adopted these reports from the private sector as a form of communication with external and internal stakeholders. Most reforms have been identified within the area of organizational reforms, for example, institutional adjustments of the directorates.