State Enterprise and Partisanship in Provincial Politics

Chandler, Marsha A.

doi:10.1017/s0008423900052021

Cited by 5 publications

(2 citation statements)

References 22 publications

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“…The former has been the approach taken by most of the researchers and is concerned with such issues as government policy (Tupper and Doern, 198 1 ;Chandler, 1982), accountability (Langford, 1982), and control (Stanbury and Thompson, 1982). These studies can be categorized into those with political-historical perspective and those with organizational perspective.…”

Section: Public Enterprisesmentioning

confidence: 99%

“…These studies can be categorized into those with political-historical perspective and those with organizational perspective. The former has been the approach taken by most of the researchers and is concerned with such issues as government policy (Tupper and Doern, 198 1 ;Chandler, 1982), accountability (Langford, 1982), and control (Stanbury and Thompson, 1982). A fundamental assumption in this perspective is that the relationship between the government and the state-owned enterprise is one-sided, with the government possessing the power to direct the corporation and the company acting upon the wishes of the government without any mind and power of its own.…”

Section: Public Enterprisesmentioning

confidence: 99%

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Centralization and Organizational Context: An Analysis of Canadian Public Enterprises

Dastmalchian

Javidan

1987

Can J Adm Sci

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7ukpaptt examines thc relatwnsh$ between ccntralization/deccntralizat~n ofdecision making and organizational context in government owned businesses. Eleven items covering a wrdc range of decisions finned thc basu of centralization/decentralization measure. Organizational context rt$k to size, age, geogtaphicaf dispersion, and the extent of dependence upon government. Data were collected from 4 7provincMlly controlled organizations in Canada. The results show that size, age, and geographical dispersion contribute to decentralization and dependence creates the need for more centralized decision structures. The results also show that there is a conslderable variation in the extent ofcentralization ofstrategtc versus non-strategu decisions. Whilst the fmtt decisions are highly centralized, the latter are comparatively decentralized. Also, the influence of context seems to be more apparent in the care of non-strategzc deciswnr.One of the important dimensions of organizational structure that has been employed in almost all of its major studies is the degree of centralization of decision making. This generally refers to the hierarchical level at which decisions are made. The higher these levels the more centralized, and the lower the more decentralized the decision making structure is likely to be. The concepts of centralization and decentralization are generally considered to be relative, rather than absolute and dichotomous (Jennergren, 198 1). That is, in comparing different decisions and the decision making in different organizations, one should speak of the degrees of centralization and decentralization.In addition to the above definition of the concept of centralization. researchers have employed other operational definitions and measures. Carter and Cullen ( 1 984). compared various concepts and measures of centralizatioddecentralization, and classified them as: simple hierarchical,concentratioddispersion, and participation. Concentration/dispersion is similar to the hierarchical explanation of the concept, except for the assumption that centralization can occur at any level with decentralization dispersing outward from that level (Hage and Aiken, 1970). This is C m j .

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Section: Public Enterprisesmentioning

confidence: 99%

Section: Public Enterprisesmentioning

confidence: 99%

Centralization and Organizational Context: An Analysis of Canadian Public Enterprises

Dastmalchian

Javidan

1987

Can J Adm Sci

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The direction of public enterprise in Canada

Wiseman

1999

Commonwealth & Comparative Politics

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Toxic waste as public business

Paehlke

Torgerson

1992

Can Public Adm

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That there is some public responsibility for toxic waste management is a point widely taken for granted. However, there has been controversy over whether toxic waste management should become the responsibility primarily of a public corporation. Proposals for a public corporation to assume such responsibility have been advanced in Canada at the provincial level with widely varying outcomes. Through a comparison of three cases – British Columbia, Alberta, and Ontario – this article examines the salient issues in this policy debate and questions the prevailing mode of problem definition in order to propose a contrasting approach to public responsibility.Sommaire: On s'accorde généralement pour dire qu'il existe une certaine responsabilité publique face à la gestion des déchets toxiques. Par contre, la question de savoir si la responsabilité de gérer ces déchets devrait incomber surtout à une société d'État a fait, elle, l'objet de controverses. Dans les provinces où on a proposé qu'une société d'État prenne en charge cette responsabilité les résultats ont été fort variés. En comparant trois cas, ceux de la Colombie‐Britannique, de l'Alberta et de l'Ontario, cet article examine les principales questions de ce débat et met en doute la façon actuelle de définir le problème, afin de proposer une approche différente en ce qui concerne la responsabilité publique.

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State Enterprise and Partisanship in Provincial Politics

Cited by 5 publications

References 22 publications

Centralization and Organizational Context: An Analysis of Canadian Public Enterprises

Centralization and Organizational Context: An Analysis of Canadian Public Enterprises

The direction of public enterprise in Canada

Toxic waste as public business

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