The Experts below are selected from a list of 30 Experts worldwide ranked by ideXlab platform
Brian Dollery - One of the best experts on this subject based on the ideXlab platform.
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Autonomous Policy Leadership: Steering a Policy Process in the Direction of a Policy Quest
Governance, 1997Co-Authors: Joe Wallis, Brian DolleryAbstract:This article attempts to make a contribution to the literature which reflects a growing interest in the conditions underlying radical policy reform. It advances a concept of autonomous policy leaders who Can be distinguished from vote-buying politicians by their passionate commitment to "make a difference" by advancing a particular policy quest, with particular reference being made to the way such leadership was exercised by Roger Douglas, New Zealand Minister of Finance from 1984 to 1989. Although such leaders resemble the "policy entrepreneurs" described in "Garbage Can" Models, their goals are more ambitious and the window of opportunity they are waiting for (with its characteristic mix of crisis, mandate, honeymoon and weakened opposition) much greater. They are also dependent on, and emerge from with, an advocacy coalition network which provides them with the backing and resources to redirect public policy. This redirection may produce a backlash from groups concerned that these policy elites may steer the policy process too far in a particular direction.
Joe Wallis - One of the best experts on this subject based on the ideXlab platform.
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Autonomous Policy Leadership: Steering a Policy Process in the Direction of a Policy Quest
Governance, 1997Co-Authors: Joe Wallis, Brian DolleryAbstract:This article attempts to make a contribution to the literature which reflects a growing interest in the conditions underlying radical policy reform. It advances a concept of autonomous policy leaders who Can be distinguished from vote-buying politicians by their passionate commitment to "make a difference" by advancing a particular policy quest, with particular reference being made to the way such leadership was exercised by Roger Douglas, New Zealand Minister of Finance from 1984 to 1989. Although such leaders resemble the "policy entrepreneurs" described in "Garbage Can" Models, their goals are more ambitious and the window of opportunity they are waiting for (with its characteristic mix of crisis, mandate, honeymoon and weakened opposition) much greater. They are also dependent on, and emerge from with, an advocacy coalition network which provides them with the backing and resources to redirect public policy. This redirection may produce a backlash from groups concerned that these policy elites may steer the policy process too far in a particular direction.
Philip A Schrodt - One of the best experts on this subject based on the ideXlab platform.
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A (2010) Seven deadly sins of contemporary quantitative analysis. Paper presented at the AmeriCan Political Science Association
2016Co-Authors: Philip A SchrodtAbstract:A combination of technological change, methodological drift and a certain degree of intellectual sloth, particularly with respect to philosophy of science, has allowed contemporary quantitative political analysis to accumulate a series of dysfunctional habits that have rendered much of contemporary research more or less meaningless. I identify these ‘seven deadly sins ’ as: Garbage Can Models that ignore the effects of collinearity; Pre-scientific explanation in the absence of prediction; Excessive reanalysis of a small number of datasets; Using complex methods without under-standing the underlying assumptions; Interpreting frequentist statistics as if they were Bayesian; A linear statistical monoculture that fails to consider alternative structures; Confusing statistical controls and experimental controls. The answer to these problems is not to abandon quantitative approaches, but rather engage in solid, thoughtful, orig-inal work driven by an appreciation of both theory and data. The article closes with suggestions for changes in current practice that might serve to ameliorate some of these problems
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Anniversary Special Issue Seven deadly sins of contemporary quantitative political analysis
2016Co-Authors: Philip A SchrodtAbstract:A combination of technological change, methodological drift and a certain degree of intellectual sloth, particularly with respect to philosophy of science, has allowed contemporary quantitative political analysis to accumulate a series of dysfunctional habits that have rendered much of contemporary research more or less meaningless. I identify these ‘seven deadly sins ’ as: Garbage Can Models that ignore the effects of collinearity; Pre-scientific explanation in the absence of prediction; Excessive reanalysis of a small number of datasets; Using complex methods without under-standing the underlying assumptions; Interpreting frequentist statistics as if they were Bayesian; A linear statistical monoculture that fails to consider alternative structures; Confusing statistical controls and experimental controls. The answer to these problems is not to abandon quantitative approaches, but rather engage in solid, thoughtful, orig-inal work driven by an appreciation of both theory and data. The article closes with suggestions for changes in current practice that might serve to ameliorate some of these problems
David Seidl - One of the best experts on this subject based on the ideXlab platform.
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The Role of Meetings in the Social Practice of Strategy
Organization Studies, 2008Co-Authors: Paula Jarzabkowski, David SeidlAbstract:This article addresses the recent turn in strategy research to practice-based theorizing. Based on a data set of 51 meeting observations, the article examines how strategy meetings are involved in either stabilizing existing strategic orientations or proposing variations that cumulatively generate change in strategic orientations. Eleven signifiCant structuring characteristics of strategy meetings are identified and examined with regard to their potential for stabilizing or destabilizing existing strategic orientations. Based on a taxonomy of meeting structures, we explain three typical evolutionary paths through which variations emerge, are maintained and developed, and are selected or de-selected. The findings make four main contributions. First, they contribute to the literature on strategy-as-practice by explaining how the practice of meetings is related to consequential strategic outcomes. Second, they contribute to the literature on organizational becoming by demonstrating the role of meetings in shaping stability and change. Third, they extend and elaborate the concept of meetings as strategic episodes. Fourth, they contribute to the literature on Garbage Can Models of strategy-making.
Paula Jarzabkowski - One of the best experts on this subject based on the ideXlab platform.
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The Role of Meetings in the Social Practice of Strategy
Organization Studies, 2008Co-Authors: Paula Jarzabkowski, David SeidlAbstract:This article addresses the recent turn in strategy research to practice-based theorizing. Based on a data set of 51 meeting observations, the article examines how strategy meetings are involved in either stabilizing existing strategic orientations or proposing variations that cumulatively generate change in strategic orientations. Eleven signifiCant structuring characteristics of strategy meetings are identified and examined with regard to their potential for stabilizing or destabilizing existing strategic orientations. Based on a taxonomy of meeting structures, we explain three typical evolutionary paths through which variations emerge, are maintained and developed, and are selected or de-selected. The findings make four main contributions. First, they contribute to the literature on strategy-as-practice by explaining how the practice of meetings is related to consequential strategic outcomes. Second, they contribute to the literature on organizational becoming by demonstrating the role of meetings in shaping stability and change. Third, they extend and elaborate the concept of meetings as strategic episodes. Fourth, they contribute to the literature on Garbage Can Models of strategy-making.
