Advertisement

The Ghost in the Machine: Enabling Public Administration for an Enabling State

  • Chris McInerney
Chapter

Abstract

How states view their role in protecting and promoting the welfare of their citizens is in a constant state of flux. Increasingly nationalistic rhetoric in some places, ‘deep state’ conspiracy theories in others and the rise of individualism all over the globe present new challenges to the rationale for and fabric of the welfare state. Alongside this, global challenges of climate change, rising inequality and related mass migration present renewed imperatives to reconsider ideas of global solidarity and global welfare. At the same time, in many ‘developed countries’ persistent societal problems confront virtually all governments, accompanied by seemingly inexorable budgetary pressures, not least those arising from pressure to maintain expanded and expensive welfare systems. It is the latter that is considered to have significantly influenced the emergence of the concept of the ‘enabling state. This chapter explores the idea of the enabling state but does so from the perspective of public administration, the machinery of the state. In particular, it suggests that public administration systems, the machinery that keeps states functioning, themselves must be enabled so that they can genuinely enable others to address poverty, social exclusion and inequality.

Keywords

Nationalism Nation state Public administration Climate change Enabling state 

References

  1. Aberbach, J. (2003). Administration in an era of change. Governance, 16(3), 315–319.CrossRefGoogle Scholar
  2. American Political Science Association. (2004). American democracy in an age of rising inequality. Washington, DC: APSA.Google Scholar
  3. Berghman, J. (1995). Social exclusion in Europe: Policy context and analytical framework. In G. Room (Ed.), Beyond the threshold: The measurement and analysis of social exclusion. Bristol: The Policy Press.Google Scholar
  4. Blaug, R., Horner, L., & Lekhi, R. (2006). Public value, politics and public management: A literature review. London: The Work Foundation.Google Scholar
  5. Bryson, J. M., Crosby, B. C., & Bloomberg, L. (2014). Public value governance: Moving beyond traditional Public Administration and the new Public Management. Public Administration Review, 74(4), 445–456.CrossRefGoogle Scholar
  6. Burns, J. (1978). Leadership. New York: Harper & Row.Google Scholar
  7. Christensen, T., & Leigreid, P. (2007). Transcending new public management: The transformation of public sector reforms. Aldershot: Ashgate.Google Scholar
  8. Cooke, G., & Muir, R. (2012). The possibilities and politics of the relational state. The relational state: How recognising the importance of human relationships could revolutionise the role of the state. London: IPPR.Google Scholar
  9. Crook, R. C., & Sverrisson, A.S. (2001). Decentralisation and poverty alleviation in developing countries: a comparative analysis or, is West Bengal unique? Working Paper No. 130. Brighton: IDS.Google Scholar
  10. Curtis, D. (2006). Mind sets and methods: Poverty strategies and the awkward potential of the enabling state. International Journal of Public Sector Management, 19(2), 150–164.CrossRefGoogle Scholar
  11. Earles, W., & Moon, J. (2000). Pathways to the Enabling State: Changing modes of social provision in Western Australian community services. Australian Journal of Public Administration, 59(4), 11–24.CrossRefGoogle Scholar
  12. Elvidge, J. (2012). The Enabling State: A discussion paper. Dunfermline: Carnegie UK Trust.Google Scholar
  13. Elvidge, J. (2014). A route map to an Enabling State. Dunfermline: Carnegie UK Trust.Google Scholar
  14. Esping-Andersen, G. (1990). The three worlds of welfare capitalism. Cambridge: Polity Press.Google Scholar
  15. Evans, K. J. (2000). Reclaiming John Dewey: Democracy, inquiry, pragmatism and public management. Administration and Society, 32(3), 308–328.CrossRefGoogle Scholar
  16. Fraser, N. (1990). Rethinking the Public Sphere: A contribution to the critique of actually existing democracy. Social Text, (25/26), 56–80.Google Scholar
  17. Gilbert, N. (2013). Citizenship in the enabling state: The changing balance of rights and obligations. In A. Evers & A. Guillemard (Eds.), Social policy and citizenship: The changing landscape. New York: Oxford University Press.Google Scholar
  18. Gilbert, N., & Gilbert, B. (1989). The enabling state: Modern welfare capitalism in America. New York: Oxford University Press.Google Scholar
  19. Hornbein, R., & Simrell King, C. (2012). Should we be teaching public participation? Student responses and MPA program practices. Journal of Public Affairs Education, 18(4), 717–737.Google Scholar
  20. Kellis, D. S., & Ran, B. (2012). Modern leadership principles for public administration: Time to move forward. Journal of Public Affairs, 13(1), 130–141.CrossRefGoogle Scholar
  21. Levitas, R. (2004). Let’s hear it for Humpty: Social exclusion, the third way and cultural capital. Cultural Trends, 13(50), 41–56.CrossRefGoogle Scholar
  22. Liddle, J. (2010). Twenty-first-century public leadership within complex governance systems: Some reflections. Policy and Politics, 38(4), 657–663.Google Scholar
  23. Lyhne, I., Nielsen, H., & Bjørn Aaen, S. (2016). What determines the substantive influence of public participation? An investigation of planners’ views on conditions for participatory practices in Denmark. Planning Practice and Research, 31(3), 311–326.CrossRefGoogle Scholar
  24. McGrath, N., Armstrong, R., & Marinova, D. (2004). Participatory development for regional sustainability in Western Australia: An enabling state? Local Environment, 9(6), 561–574.CrossRefGoogle Scholar
  25. McInerney, C., & Finn, C. (2015). Caring at what cost? Rebuilding and refinancing the community and voluntary sector. Dublin: Impact.Google Scholar
  26. McInerney, C., & Finn, C. (2016). Leadership challenges in civic engagement. In A. Farazmand (Ed.), Global encyclopedia of public administration, public policy, and governance. New York: Springer.Google Scholar
  27. Michalski, W., Miller, R., & Stevens, B. (2001). Governance in the 21st century: Power in the global knowledge economy and society. Paris: OECD.Google Scholar
  28. Morse, R. S. (2008). Developing public leaders in an age of collaborative governance. In R. S. Morse & T. F. Buss (Eds.), Innovations in public leadership development. Armonk, NY: M.E. Sharpe.Google Scholar
  29. Morse, R. S. (2010). Integrative public leadership: Catalyzing collaboration to create public value. The Leadership Quarterly, 21, 231–245.CrossRefGoogle Scholar
  30. Moyson, S., Raaphorst, N., Groeneveld, S., & Van de Walle, S. (2017). Organizational socialization in public administration research. The American Review of Public Administration. https://doi.org/10.1177/027507401769616.
  31. Narayan, D., Chambers, R., Shah, M. K., & Petesch, P. (2000). Voices of the poor: Crying out for change. New York: Oxford University Press for the World Bank.CrossRefGoogle Scholar
  32. Offe, C. (2006). Political institutions and social power. In I. Shapiro, S. Skowronek, & D. Galvin (Eds.), Rethinking political institutions: The art of the State. New York and London: New York University Press.Google Scholar
  33. Oldfield, K. (2003). Social class and public Administration: A closed question opens. Administration & Society, 35(4), 438–461.CrossRefGoogle Scholar
  34. Pearce, N. (2012). Under pressure: The drivers of a new centre-left statecraft. In C. Graeme & M. Rick (Eds.), The Relational State: How recognising the importance of human relationships could revolutionise the role of the state. London: IPPR.Google Scholar
  35. Pollit, C. (1995). Management techniques for the public sector: Pulpit and practice. In B. G. Peters & D. J. Savoie (Eds.), Governance in a changing environment. Montreal: McGill-Queens University Press.Google Scholar
  36. Rhodes, R. A. W., & Wanna, J. (2007). The limits to public value, or rescuing responsible government from the Platonic Guardians. The Australian Journal of Public Administration, 66(4), 406–421.CrossRefGoogle Scholar
  37. Ricard, L. M., Klijn, E. H., Lewis, J. M., & Ysa, T. (2016). Assessing public leadership styles for innovation: A comparison of Copenhagen, Rotterdam and Barcelona. Public Management Review, 19, 1–23.Google Scholar
  38. Richards, D., & Smith, M. J. (2002). Governance and public policy in the UK. Oxford: Oxford University Press.Google Scholar
  39. Robinson, M. (2008). Hybrid States: Globalisation and the politics of state capacity. Political Studies, 56, 566–583.CrossRefGoogle Scholar
  40. Shaw, R. (2012). Another size fits all? Public value management and challenges for institutional design. Public Management Review, 15(4), 477–500.CrossRefGoogle Scholar
  41. Silver, H. (1994). Social exclusion and social solidarity: Three paradigms. International Labour Review, 133(5-6), 531–578.Google Scholar
  42. Sorensen, E. (1997). Democracy and empowerment. Public Administration, 75, 553–567.CrossRefGoogle Scholar
  43. Stoker, G. (2006). Public value management: A new narrative for networked governance? The American Review of Public Administration, 36(1), 41–57.CrossRefGoogle Scholar
  44. Sun, P. Y. T., & Anderson, M. H. (2012). Civic capacity: Building on transformational leadership to explain successful integrative public leadership. The Leadership Quarterly, 23(3), 309–323.CrossRefGoogle Scholar
  45. Svara, J. H. (2001). The myth of the dichotomy: Complementarity of politics and administration in the past and future of public administration. Public Administration Review, 61(2), 176–183.CrossRefGoogle Scholar
  46. Taylor, I. (2000). New Labour and the enabling state. Health & Social Care in the Community, 8(6), 372.CrossRefGoogle Scholar
  47. Van der Meer, F. (2009). Public sector reform and the rise of the enabling state: An approach to analysis. In R. Mathur (Ed.), Glimpses of civil service reform (pp. 171–195). Hyderabad: Idfai Press.Google Scholar
  48. Van Thiel, S. (2011). Comparing agencification in Central Eastern European and Western European Countries: Fundamentally alike in unimportant respects. Transylvanian Review of Administrative Sciences, 7(Special Issue), 15–32.Google Scholar
  49. Wallace, J. (2013). The rise of the Enabling State: A review of policy evidence across the UK and Ireland. Dunfermline: Carnegie UK Trust.Google Scholar
  50. Wampler, B. (2008). When does participatory democracy deepen the quality of democracy? Lessons from Brazil. Comparative Politics, 41(1), 61–81.CrossRefGoogle Scholar
  51. Whiteford, G. E. (2003). Enhancing occupational opportunities in communities: Politics’ third way and the concept of the Enabling State. Journal of Occupational Science, 10(1), 40–45.CrossRefGoogle Scholar
  52. Williams, I., & Shearer, H. (2011). Appraising public value: Past, present and futures. Public Administration, 89(4), 1367–1384.CrossRefGoogle Scholar
  53. Young, I. M. (2000). Inclusion and democracy. Oxford: Oxford University Press.Google Scholar

Copyright information

© The Author(s) 2018

Authors and Affiliations

  • Chris McInerney
    • 1
  1. 1.Department of Politics and Public AdministrationUniversity of LimerickLimerickIreland

Personalised recommendations