Local government’s response to dissatisfaction with centralized policies: the “do-it-yourself” approach

Abstract

The literature on intergovernmental relationships discusses the tension between centralization and local autonomy. However, few studies question local authorities’ response when dissatisfied with central government policies. Using Hirschman's model of exit, voice and loyalty, we explore local government's response to such dissatisfaction. Specifically, we suggest that local authorities may adopt a “do-it-yourself” approach, unilaterally engaging in semi-legal strategies to improve outcomes. This solves immediate local organizational problems, without waiting for approval. Using the Israeli case, we show how a pervasive culture of “do-it-yourself” affects local governments’ responses. We also discuss implications for the relationship between the two bodies. Points for practitioners Our findings shed light on local–central government relations, emphasizing the do-it-yourself approach. While this approach could strengthen political participation, increasing local government's involvement in public policy, it also enables local players to use semi-legal behaviors. Central government decision-makers might prevent these behaviors, strengthening administrative institutions’ enforce, regulatory enforcement and enhancing local autonomous political culture, transparency and integrity. By contrast, continuing to maintain weak formal institutions encourages the appearance of strong informal institutions.

Subordinates’ silence: the consequence of bullying behaviour and psychological insecurity among policemen

“…In framing this study, we consider the two kinds of exit behaviour as: quiescent or DES which explains the exit behaviour because of fear of speaking up and the cost to employees' career prospects and well-being. On the other hand, AES, a quasi-exit behaviour, perceives voicing as efforts in futility (Knoll et al , 2021) and often results in abandonment (Uster and Cohen, 2022). Consistent with this, Harlos and Knoll (2021) contend that quiescent and acquiescent silences are traceable to an array of antecedents rooted in individual and/or situational factors.…”

“…According to MacMahon et al (2018), despite the mechanism in place to resolve grievances between and among employees, cases of workplace bullying continue to increase. According to the EVLN model, unpleasant situations at work can challenge subordinates' loyalty leading to weighing the costs and benefits of speaking out versus exiting (Easteal and Ballard, 2017; Uster and Cohen, 2022). We contend that subordinates’ courage to speak out strongly depends on the source of the bullying behaviour and the cost therein.…”

“…According to the model, "those who are dissatisfied can choose either voice or exit, depending on the degree of loyalty to the workplace" (Hirschman, 1970). According to the EVLN model, a measure of loyalty is determined by the subordinate's voice; however, engagement in either voice or exit behaviour could sometimes be costly, in terms of material and psychological resources (Uster and Cohen, 2022). In this case, we argue that excessive power expressed through bullying behaviour dampens loyalty, hence triggering negative responses, such as exit behaviour and neglect.…”