This book examines how efforts to exert accountability in crises affect public trust in governing institutions. Using Sweden as the case study, this book provides a framework to analyse accountability in crises and looks at how this affects trust in government. Crises test the fabric of governing institutions. Threatening core societal values, they force elected officials and public servants to make consequential decisions under pressure and uncertainty. Public trust in governing institutions is intrinsically linked to the ability to hold decision-makers accountable for the crucial decisions they make. The book presents empirical evidence from examination of the general bases for accountability in public administration, and at the accountability mechanisms of specific administrative systems, before focusing on longer term policy changes. The author finds that within the complex web of bureaucratic and political moves democratic processes have been undermined across time contributing to misplaced and declining trust in governing institutions. Accountability in Crises and Public Trust in Governing Institutions will be of interest to students, scholars and practitioners of public policy, political leadership and governance.
These challenges include: finding an appropriate division of responsibility and labor between public- and private-sector actors; crafting and coordinating a crisis response that addresses perceived threats to community values and avoids the twin perils of underreaction (e.g., passivity or paralysis) and overreaction (e.g., crying wolf or political grandstanding); coping with competence/authority discrepancies under stress - those who have expert knowledge of the technical issues rarely have the authority to make policy; those who have the authority generally lack the technical expertise to comprehend the subtleties and uncertainties of the issues at stake; and maintaining credibility and legitimacy when facing acute, ill-structured problems in politicized, publicized, and highly uncertain environments."--BOOK JACKET.
This book examines how efforts to exert accountability in crises affect public trust in governing institutions. Using Sweden as the case study, this book provides a framework to analyse accountability in crises and looks at how this affects trust in government. Crises test the fabric of governing institutions. Threatening core societal values, they force elected officials and public servants to make consequential decisions under pressure and uncertainty. Public trust in governing institutions is intrinsically linked to the ability to hold decision-makers accountable for the crucial decisions they make. The book presents empirical evidence from examination of the general bases for accountability in public administration, and at the accountability mechanisms of specific administrative systems, before focusing on longer term policy changes. The author finds that within the complex web of bureaucratic and political moves democratic processes have been undermined across time contributing to misplaced and declining trust in governing institutions. Accountability in Crises and Public Trust in Governing Institutions will be of interest to students, scholars and practitioners of public policy, political leadership and governance.
The public expects organizations to come together and cooperate in times of crisis, yet we know that organizations often fall short of this anticipation. Today inter-organizational structures are the most common form of crisis response. Lina Svedin presents a systematic examination of organizational cooperation in crises. Bringing together three distinct research traditions on cooperation, the author draws on these traditions to examine how their variables fare empirically when applied to a wide set of cases and decision situations. The book outlines how organizations cooperate in crises by empirically identifying a number of theoretically cross-cutting cooperative behaviour and strategies. The patterns are established using categorical principal component analysis (CATPCA), correlations and case illustrations. Through its interdisciplinary approach, its timeless yet topical focus and the study's relevance for practice, this book should be of interest not only to students and researchers in several academic disciplines but also to practitioners tasked with organizing for crises.
The beautiful picture of brothers in arms vanquishing a tyrant. The power of a well-orchestrated army and navy winning historic battles. Overwhelming military might and ability through teamwork. This is how the US military services portray themselves to the public and to their own service members through official doctrine. However, under the veneer of jointness, deeply fraught processes are at play. Frequently, the services think more about protecting organizational turf than about national security and maintaining an advantage against the United States’ external adversaries. Uniting US military services is a difficult endeavor that becomes even more so the farther from a battlefield and the higher up the command structure the unifying needs to happen. In The Collaborative Fight, Paul R. Birch and Lina M. Svedin examine cases of institutional jointness among US military services from the late nineteenth century into the twenty-first century. They draw actionable conclusions for practitioners in the defense establishment while giving examples of successful joint cooperation that overcame the difficulties inherent in pursuing it. Even the successful cases that Birch and Svedin discuss show that the US military services face bureaucratic incentives and organizational leadership issues that make battlefield cooperation less than ideal. Birch and Svedin adeptly translate theory and history into approaches useful to practitioners in the field while examining the theoretical framework outlining the drivers in joint military cooperation.
A MISSING CHILD In Karlstad, nine-month-old Beatrice is missing from her pram. Her parents are in shock and the media is in a frenzy. A PERSONAL STRUGGLE DI Charlie Lager is struggling with her own demons when she's called to investigate, forced to push them aside as the case intensifies. A CLOCK RUNNING DOWN As lead after lead goes nowhere, Charlie starts to feel like nobody actually wants the truth to come out about Beatrice as reluctant locals shut down in the face of her questions. And with each passing hour, the chance of finding Beatrice alive becomes less and less likely... ************ Praise for Lina Bengtsdotter: 'A thriller that lingers in the memory' - SUNDAY TIMES 'Atmospheric, evocative...a first-class procedural...an excellent thriller' - CRIME TIME 'Dark Nordic noir' - THE i 'Takes crime fiction to a disturbingly personal, high level' - SHOTS 'Intelligent and arresting' - MORNING STAR 'A brilliant, dense crime novel' - DAGENS NYHETER
The public expects organizations to come together and cooperate in times of crisis, yet we know that organizations often fall short of this anticipation. Today inter-organizational structures are the most common form of crisis response. Lina Svedin presents a systematic examination of organizational cooperation in crises. Bringing together three distinct research traditions on cooperation, the author draws on these traditions to examine how their variables fare empirically when applied to a wide set of cases and decision situations. The book outlines how organizations cooperate in crises by empirically identifying a number of theoretically cross-cutting cooperative behaviour and strategies. The patterns are established using categorical principal component analysis (CATPCA), correlations and case illustrations. Through its interdisciplinary approach, its timeless yet topical focus and the study's relevance for practice, this book should be of interest not only to students and researchers in several academic disciplines but also to practitioners tasked with organizing for crises.
These challenges include: finding an appropriate division of responsibility and labor between public- and private-sector actors; crafting and coordinating a crisis response that addresses perceived threats to community values and avoids the twin perils of underreaction (e.g., passivity or paralysis) and overreaction (e.g., crying wolf or political grandstanding); coping with competence/authority discrepancies under stress - those who have expert knowledge of the technical issues rarely have the authority to make policy; those who have the authority generally lack the technical expertise to comprehend the subtleties and uncertainties of the issues at stake; and maintaining credibility and legitimacy when facing acute, ill-structured problems in politicized, publicized, and highly uncertain environments."--BOOK JACKET.
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