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Shirley Anne Warshaw - One of the best experts on this subject based on the ideXlab platform.
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White House Control of Domestic Policy Making: The Reagan Years
Public Administration Review, 1995Co-Authors: Shirley Anne WarshawAbstract:As the federal government has increased its role in society, the executive departments have each become responsible for thousands of programs and billions of dollars. The challenge to presidents in the modern presidency has been how to ensure that the myriad policies developed within the departments meet the programmatic and political goals of the administration. That challenge has been met with a series of different strategies by recent presidents, each of which focused on using White House staff to influence or directly control the Policy direction being taken within the departments. The focus of this article is the examination of the structure employed by Ronald Reagan to manage departmental Policy making from the White House. I explore several questions: How different was this structure from ones used in previous administrations? How did the Reagan structure operate? and Are there parts of the Reagan structure that can or should be continued? Continuing the Domestic Policy Office The 1947 National Security Act institutionalized a White House structure for coordinating foreign Policy, but Domestic Policy remained an enigma with no formal structure for coordinating or guiding the departments. The 1939 Reorganization Act provided a White House staff for presidents, but none had directly focused White House staff on managing Domestic Policy. In 1969, Richard Nixon became the first president to develop a formal White House structure for coordinating the departments in the development of Domestic Policy initiatives. By executive order, Nixon established the Urban Affairs Council in January 1969, creating ten small working groups of cabinet officers. Yet, in spite of the efforts of its executive director, Daniel Patrick Moynihan, the Urban Affairs Council had a rather short life of only 11 months. Richard Nixon, dissatisfied with the Policy initiatives continuing to emerge from the departments, abolished the Urban Affairs Council and created the Domestic Council, also through executive order ("Public Papers of the President," 1970). The Domestic Council was given broader control than the Urban Affairs Council over the departments in managing Domestic initiatives and in controlling the proliferation of existing programs. Every president since Richard Nixon has continued to have a White House-based Domestic Policy office. Although Nixon and Ford referred to the unit as the Domestic Council, successive presidents changed the name. Carter referred to the unit as the Domestic Policy Group, Reagan and Bush called it the Office of Policy Development, and Clinton has again changed its name to the Domestic Policy Council. Although the names have been different, the goal of each president has been to create an internal structure that ensures that the political and programmatic objectives of the president are maintained throughout departmental Policy making. The Reagan Structure for Managing Domestic Policy Making The experiences of Presidents Nixon, Ford, and Carter in managing Domestic Policy making from the White House were mixed. Each had created an office in the White House for Domestic Policy and had used that office with varying degrees of success in controlling departmental agendas. Reagan built on the experiences of his predecessors and continued the use of a White House structure for managing Domestic Policy making. The legacy of the Reagan years, however, is that the administration expanded the White House structure to include not only the Domestic Policy office but a network of interrelated White House offices to oversee departmental Policy making. The White House exercised more control over Domestic Policy under Reagan than in any previous administration.(1) Reagan's White House network revolved around three key units within the White House: the Office of Policy Development that guided departmental initiatives; the White House personnel office that sought to expand the number of departmental political appointees and to ensure that those appointees were Reagan loyalists; and an internal clearance system that allowed White House staff to bargain departmental policies with Congress without departmental involvement. …
Zhongxiang Zhang - One of the best experts on this subject based on the ideXlab platform.
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Corporate preferences for Domestic Policy instruments under a sectoral market mechanism: a case study of Shanxi Province in China
Journal of Cleaner Production, 2015Co-Authors: Shuai Gao, Can Wang, Wenling Liu, Wenjia Cai, Zhongxiang ZhangAbstract:Abstract Understanding corporate preferences for Domestic Policy instruments is crucial to designing and planning the sectoral market mechanism in China. Based on a detailed overview of nine Domestic Policy instruments under the sectoral market mechanism, this paper evaluates corporate preferences and identifies their relationship with potential determinants through an ordinal logistics model. The data was collected from 113 respondents in all 11 prefecture-level cities of Shanxi province, China. The results show that providing economic incentives is the most preferable Policy for companies. The Policy instrument in which installations with voluntary targets receive tradable units is not recommended unless the inequity in the distribution of responsibility could be reduced or alleviated effectively. If the government applies a mandatory Policy, it is more effective to give companies mandatory targets and to allocate tradable units to them in order to offer more flexibility. This paper discusses Policy implications in designing Domestic Policy instruments based on the determinants that impact corporate preferences.
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Corporate Preferences for Domestic Policy Instruments under a Sectoral Market Mechanism: A Case Study of Shanxi Province in China
SSRN Electronic Journal, 2014Co-Authors: Shuai Gao, Can Wang, Wenling Liu, Wenjia Cai, Zhongxiang ZhangAbstract:Understanding companies’ preferences for various Domestic Policy instruments is crucial to designing and planning Sectoral Market Mechanism (SMM) in China. Based on a detailed overview of Domestic Policy instruments under SMM, this paper evaluates corporate preferences for diverse Domestic Policy instruments and identifies potential influencing factors through econometric analysis. The data were collected from 113 respondents in all 11 prefecture-level cities of Shanxi province, China. Regarding Policy instruments under the system of government receiving tradable units, corporate energy saving potential, learning capacity and companies’ characteristics have shown significant influences on companies’ preferences. Dissemination and the popularization of knowledge are also important to help companies learn how to improve energy efficiency. In terms of Policy measures with voluntary installation-level targets, corporate competition level, organizational size and ownership are the main factors influencing companies’ preferences. Reducing inequality in the distribution of responsibility is especially important to gain companies’ support. Under the Policy with mandatory installation-level targets, it suggests that Policymakers should focus on status of energy use management and internationalization orientation. Policy instruments familiar to companies that are able to relieve corporate financial pressures might be good options to gain higher acceptance. Moreover, our results show that it is very important to choose an issuance frequency of one to three years under sectoral crediting.
E. Turner - One of the best experts on this subject based on the ideXlab platform.
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Exports, Domestic Policy and world markets: a panel study
Journal of International Development, 2001Co-Authors: Jim Love, E. TurnerAbstract:This paper analyses how export growth rates in sub-Saharan Africa are determined by both Domestic and external market conditions. We highlight the problems of measuring trade orientation given the various Domestically-determined factors which influence the conditions faced by exporters. Focusing on the impact of trade Policy is not a good measure of trade orientation since additional Domestic policies can have an important influence on the trade orientation of a country. Hence, we select an index which incorporates the effect of trade and other policies. Then we construct an index which provides a more appropriate measure of conditions faced by exporters in the world market than previously cited measures. We find that, contrary to the recent literature, external market conditions are still critical in explaining export growth rates in sub-Saharan Africa and should be taken into account when engaging in Policy decisions. Copyright © 2001 John Wiley & Sons, Ltd.
Claudio M. Radaelli - One of the best experts on this subject based on the ideXlab platform.
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How does Europeanization Produce Domestic Policy Change? Corporate Tax Policy in Italy and the United Kingdom
Comparative Political Studies, 1997Co-Authors: Claudio M. RadaelliAbstract:This article raises the question whether corporate tax policies in Italy and the United Kingdom have been changed by the emergence of an embryonic tax regime at the European Union (EU) level. The author argues that Europeanization can occur both directly, when Domestic Policy is constrained by the implementation of EU directives, and indirectly, when Policy makers conceive of a Domestic issue in European frames of references and modify public Policy, thus producing Policy change. Indirect Europeanization focuses on how European Policy paradigms and ideas are transmitted into the national Policy process. The author finds evidence of indirect Europeanization for the United Kingdom but not for Italy. Macro-administrative variables and national attitudes do not perform well in the explanation of Europeanization. Insights provided by the literature on knowledge utilization are useful instead: The relationship between European integration and Domestic policies appears to be mediated by the cognitive structure o...
Shuai Gao - One of the best experts on this subject based on the ideXlab platform.
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Corporate preferences for Domestic Policy instruments under a sectoral market mechanism: a case study of Shanxi Province in China
Journal of Cleaner Production, 2015Co-Authors: Shuai Gao, Can Wang, Wenling Liu, Wenjia Cai, Zhongxiang ZhangAbstract:Abstract Understanding corporate preferences for Domestic Policy instruments is crucial to designing and planning the sectoral market mechanism in China. Based on a detailed overview of nine Domestic Policy instruments under the sectoral market mechanism, this paper evaluates corporate preferences and identifies their relationship with potential determinants through an ordinal logistics model. The data was collected from 113 respondents in all 11 prefecture-level cities of Shanxi province, China. The results show that providing economic incentives is the most preferable Policy for companies. The Policy instrument in which installations with voluntary targets receive tradable units is not recommended unless the inequity in the distribution of responsibility could be reduced or alleviated effectively. If the government applies a mandatory Policy, it is more effective to give companies mandatory targets and to allocate tradable units to them in order to offer more flexibility. This paper discusses Policy implications in designing Domestic Policy instruments based on the determinants that impact corporate preferences.
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Corporate Preferences for Domestic Policy Instruments under a Sectoral Market Mechanism: A Case Study of Shanxi Province in China
SSRN Electronic Journal, 2014Co-Authors: Shuai Gao, Can Wang, Wenling Liu, Wenjia Cai, Zhongxiang ZhangAbstract:Understanding companies’ preferences for various Domestic Policy instruments is crucial to designing and planning Sectoral Market Mechanism (SMM) in China. Based on a detailed overview of Domestic Policy instruments under SMM, this paper evaluates corporate preferences for diverse Domestic Policy instruments and identifies potential influencing factors through econometric analysis. The data were collected from 113 respondents in all 11 prefecture-level cities of Shanxi province, China. Regarding Policy instruments under the system of government receiving tradable units, corporate energy saving potential, learning capacity and companies’ characteristics have shown significant influences on companies’ preferences. Dissemination and the popularization of knowledge are also important to help companies learn how to improve energy efficiency. In terms of Policy measures with voluntary installation-level targets, corporate competition level, organizational size and ownership are the main factors influencing companies’ preferences. Reducing inequality in the distribution of responsibility is especially important to gain companies’ support. Under the Policy with mandatory installation-level targets, it suggests that Policymakers should focus on status of energy use management and internationalization orientation. Policy instruments familiar to companies that are able to relieve corporate financial pressures might be good options to gain higher acceptance. Moreover, our results show that it is very important to choose an issuance frequency of one to three years under sectoral crediting.