2007
DOI: 10.1093/jopart/mum010
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Politics versus Professionalism: The Effect of Institutional Structure on Democratic Decision Making in a Contested Policy Arena

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Cited by 41 publications
(32 citation statements)
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“…Singular MOCs were slightly more efficient than private firms for refuse collection in Sweden (Ohlsson 2003), and comparable in efficiency to private firms in the US bus industry (Zullo 2008). Bourdeaux (2013) finds that MOCs have a more professional focus than bureaucracies; and in the quality of life study of CuadradoBallesteros, García-Sánchez, and Prado-Lorenzo. (2012), singular MOCs were preferred over bureaucracy in all industries.…”
Section: Legal Autonomy Effectsmentioning
confidence: 88%
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“…Singular MOCs were slightly more efficient than private firms for refuse collection in Sweden (Ohlsson 2003), and comparable in efficiency to private firms in the US bus industry (Zullo 2008). Bourdeaux (2013) finds that MOCs have a more professional focus than bureaucracies; and in the quality of life study of CuadradoBallesteros, García-Sánchez, and Prado-Lorenzo. (2012), singular MOCs were preferred over bureaucracy in all industries.…”
Section: Legal Autonomy Effectsmentioning
confidence: 88%
“…Overall, there is tentative evidence that singular MOCs have efficiency advantages over the bureaucracy in at least some industries, mostly because they substitute politics for professionalism (Bourdeaux 2013). Here, however, the general point that MOCs have high initial failure rates stands too.…”
Section: Legal Autonomy Effectsmentioning
confidence: 97%
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“…Even though zoning experts tend to be politicized, their professional manner cannot be neglected since they have authority and a duty as citizen advisors. Furthermore, in the land-use site decision process, the emphasis on professional knowledge can reduce conflict over policy decisions in a political process, and increase accountability for public authorities (Bourdeaux, 2008).…”
Section: Transaction Costs (Bargaining Costs)mentioning
confidence: 99%
“…229 230 First, the principal's attitude is emphasized as a major determinant for agents to agree to 231 collaborate (Margerum, 2002;Petts, 2004;Ansell and Gash, 2007). Moreover, the position 232 granted to the principal and, more generally, whether the consultation takes place in a 233 centralized or decentralized setting, also matters (see, e.g., Bourdeaux, 2007). In this respect, The investigation method and study areas 297…”
mentioning
confidence: 99%