Who is Appointed to What Position? The Politics of Appointment in Quangos of Korea
详细信息    查看全文
  • 作者:Sanghee Park (1)
    Byong Seob Kim (1)
  • 关键词:Quangos ; Executives ; Politics of appointment ; Patronage
  • 刊名:Public Organization Review
  • 出版年:2014
  • 出版时间:September 2014
  • 年:2014
  • 卷:14
  • 期:3
  • 页码:325-351
  • 全文大小:460 KB
  • 参考文献:1. Aberbach, D. J., & Rockman, B. A. (2000). / In the web of politics: Three decades of the U.S. Federal Executive. Washington D.C: Brookings.
    2. Aberbach, D. J., & Rockman, B. A. (2009). The appointments process and the administrative presidency. / Presidential Studies Quarterly, 39(1), 38-9. CrossRef
    3. Bearfield, D. A. (2009). What is patronage? A critical reexamination. / Public Administration Review, 69(1), 64-6. CrossRef
    4. Bertelli, A. M. (2005). Governing the Quango: an auditing and cheating model of quasi-governmental authorities. / Journal of Public Administration Research and Theory, 16, 239-51. CrossRef
    5. Bertelli, A. M. (2006). Delegating to the quangos: ex ante and ex post ministrial constraints. / Governance, 19(2), 229-49. CrossRef
    6. Bertelli, A. M. (2008). Credible governance? Transparency, political control, the personal vote and British quangos. / Political Science, 56(4), 807-29.
    7. Bertelli, A. M., & Feldmann, S. E. (2006). Strategic appointments. / Journal of Public Administration Research and Theory, 17, 19-8. CrossRef
    8. Binder, S. (2001). Lessons learned from judicial appointments. In G. C. Mackenzie (Ed.), / Innocent until nominated: The breakdown of the presidential appointments process. Washington, D.C.: Brookings.
    9. Burke, J. P. (1992). / The institutional presidency. Baltimore: Johns Hopkins University Press.
    10. Calder, K. (1989). Elites in an equalizing role: ex-bureaucrats as coordinators and intermediaries in the Japanese government-business relationship. / Comparative Politics, 21(4), 379-03. CrossRef
    11. Chun, Y. H., & Rainey, G. H. (2005). Goal ambiguity in U.S. federal agencies. / Journal of Public Administration Research and Theory, 15(1), 1-0. CrossRef
    12. Clarke, T. (1998). The contribution of non-executive directors to the effectiveness of corporate governance. / Career Development International, 3(3), 118-24. CrossRef
    13. Dahya, J., & McConnell, J. J. (2005). Outside directors and corporate board decisions. / Journal of Corporate Finance, 11, 37-0. CrossRef
    14. Dalton, D. R., & Kesner, I. F. (1983). Inside/outside succession and organizational size: the pragmatics of executive replacement. / Academy of Management Journal, 26(4), 736-42. CrossRef
    15. Donahue, D. J. (2003). In-and-outers: Up and down? In D. J. Donahue & J. S. Nye (Eds.), / For the people: Can we fix public service? Washington, D. C.: Brookings.
    16. Downs, A. (1967). / Inside bureaucracy. Boston: Little, Brown and Company.
    17. Dunleavy, P. (1991). / Democracy, bureaucracy, and public choice: Economic explanations in political science. Harvester Wheatsheaf.
    18. Durant, F. R. (1992). / The administrative presidency revisited. Albany: State University of New York Press.
    19. Durant, F. R. (1995). Public policy, overhead democracy, and the professional state revisited. / Administration and Society, 27(2), 165-02. CrossRef
    20. Epstein, D., & O’Halloran, S. (1999). / Delegating powers: A transaction cost politics approach to policy making under separate powers. Cambridge: Cambridge University Press. CrossRef
    21. Flinders, M., & Smith, J.M. (1999). / Quangos, accountability and reform: The politics of quasi-government. Political Economy Research Centre, University of Sheffield.
    22. Gains, F. (1999). Implementing privatization policies in ‘next steps-agencies. / Public Administration, 77(4), 713-30. CrossRef
    23. Gargiulo, M. (1993). Two-step leverage: Managing constraint in organizational politics. / Administrative Science Quarterly, 38(1), 1-9. CrossRef
    24. Golden, M. M. (1992). Exit, voice, loyalty, and neglect: Bureaucratic responses to presidential control during the Reagan administration. / Journal of Public Administration Research and Theory, 2(1), 29-2.
    25. Hahm, S. D., Jung, K., & Lee, S. Y. (2012). Exploring the determinants of the entry and exit of ministers in Korea: 1980-008. / Governance. doi:10.1111/gove.12001 .
    26. Havrilesky, T., & Gildea, J. (1992). Reliable and unreliable partisan appointees to the board of governors. / Public Choice, 73(4), 397-17. CrossRef
    27. Hayes, A. F. (2006). A primer on multilevel modeling. / Human Communication Research, 32, 385-10. CrossRef
    28. Heclo, H. (1977). / A government of strangers. Washington, D.C.: Brookings Institution.
    29. Heclo, H. (1987). The in-and-outer system: A critical assessment. In Mackenzie, G. Calvin, / The in-and-outers: Presidential appointees and transient government in Washington. The Johns Hopkins University Press: 196-16.
    30. Heclo, H., & Salamon, L.M. (1981). / The illusion of presidential government. Westview Press.
    31. Horn, M. J. (1995). / The political economy of public administration: Institutional choice in the public sector. NY: Cambridge University Press. CrossRef
    32. Howell, W.G., & Lewis, D.E. (2002). “Agencies by Presidential Design.- / The Journal of Politics 64(4), 1095-114.
    33. Huber, J.D., & Shipan, C.R. (2002). / Deliberate discretion? The insitutitional foundations of bureaucratic autonomy. Cambridge University Press.
    34. Im, H.B. (2000). / Democracy in the era of globalization: Realities, theories, and reflections. Nanam Publishing House.
    35. James, O. (2006). Agencies: arm’s-length government within easy reach? / Journal of Public Administration Research and Theory, 16(1), 143-45. CrossRef
    36. Jensen, K. L. (2005). A basic study of agency-cost source and municipal use of internal versus external control. / Accounting and Business Research, 35(1), 53-7. CrossRef
    37. Johnson, C. (1974). The reemployment of retired government bureaucrats in Japanese big business. / Asian Survey, 13(3).
    38. Kam, C., & Indridason, I. (2005). The timing of cabinet reshuffles in five Westminster parliamentary systems. / Legislative Studies Quarterly, 30(3), 327-63. CrossRef
    39. Kang, W. T. (2001). Civil service reform and bureaucratic resistance. / Korean Society and Public Administration, 12(3), 3-7 (in Korean).
    40. Kim, P. S. (2003). Management innovation of quasi-governmental agencies under the umbrella of the Korean government: in search of facts and efficiency. / Korean Society and Public Administration, 13(4), 43-0 (in Korean).
    41. Kim, P. S. (2004). Presidential personnel innovation for presidential appointees in Korea: toward an institutional presidency. / Public Administration and Development, 24, 235-46. CrossRef
    42. Kopecky, P., & Scherlis, G. (2008). Party patronage in contemporary Europe. / European Review, 16(3), 355-71. CrossRef
    43. Koppell, G.S.J. (2003). / The politics of quasi-government: Hybrid organizations and the control of public policy. Cambridge University Press.
    44. Kwak, C. K. (1999). Reform of public enterprises and reorganization of the government-business relationship. / Korean Society and Public Administration, 10(2), 319-37 (in Korean).
    45. Lee, M. (2001). Political appointment and management performance of executive officers of government-invested enterprises. / Korean Public Administration Review, 35(4), 139-56 (in Korean).
    46. Lee, S. Y., Moon, J. M., & Hahm, S. D. (2010). Dual faces of ministerial leadership in South Korea: does political responsiveness or administrative responsibility enhance perceived ministerial performance? / Administration & Society, 42(1), 77S-01S. CrossRef
    47. Lewis, D. E. (2003). / Presidents and the politics of agency design. Standford: Stanford University Press.
    48. Lewis, D. E. (2007). Testing Pendleton’s premise: do political appointees make worse bureaucrats? / Journal of Politics, 69, 1073-088. CrossRef
    49. Lewis, D. E. (2008). / The politics of presidential appointments: Political control and bureaucratic performance. Princeton: Princeton University Press.
    50. Lewis, D. E., & Strine, J. M. (1996). What time is it? The use of power in four different types of presidential time. / Journal of Politics, 58(3), 682-06. CrossRef
    51. Long, S.J., & Freese, J. (2006). / Regression models for categorical dependent variables using stata. 2nd Edition. The Stata Press.
    52. Mackenzie, G. C. (2001). The state of the presidential appointment process. In G. C. Mackenzie (Ed.), / Innocent until nominated. Washington, D.C: Brookings.
    53. Maranto, R. (2005). / Beyond a government of strangers: How career executives and political appointees can turn conflict to cooperation. USA: Lexington Books.
    54. McCarty, N., & Razaghian, R. (1999). Advice and consent: senate responses to executive branch nominations, 1885-996. / American Journal of Political Science, 43, 1122-143. CrossRef
    55. McCubbins, M. D., Noll, R. G., & Weingast, B. R. (1987). Administrative procedures as instruments of political control. / Journal of Law, Economics, and Organizations, 3(2), 243-77.
    56. Meier, K. J., & O’Toole, L. J. (2006). / Bureaucracy in a democratic state: A governance perspective. Baltimore: Johns Hopkins University Press.
    57. Moe, T. M. (Ed.). (1995). / The politics of structural choice: Toward a theory of public bureaucracy. Oxford: Oxford University Press.
    58. Moe, T.M. (1999). The politicized presidency. In Pfiffner, / The managerial presidency. Texas A&M University Press.
    59. Moe, R. C. (2001). The emerging federal quasi government: issues of management and accountability. / Public Administration Review, 61(3), 290-12. CrossRef
    60. Moe, T. M. (2005). Political control and the power of the agent. / The Journal of Law, Economics, and Organization, 22(1), 1-9. CrossRef
    61. Nathan, R. P. (1983). / The administrative presidency. NY: Wiley.
    62. Niskanen, W. A. (1975). Bureaucrats and politicians. / Journal of Law and Economics, 18(3), 617-43. CrossRef
    63. Nixon, D. C. (2004). Separation of powers and appointee ideology. / Journal of Law, Economics, & Organization, 20(2), 438-57. CrossRef
    64. Park, S., & Kim, B. S. (2012). The politics of appointment of executives of QUANGOs in Korea. / A Study on Korean Public Administration, 21(1), 39-2.
    65. Peters, G., & Pierre, J. (eds.) (2004). / Politicization of the civil service in comparative perspective: The quest for control. Routledge.
    66. Pfeffer, J., & Salancik, G. (1978). / The external control of organizations: A resource dependence perspectiv. New York: Harper & Row.
    67. Pfiffner, J. (1999). / The managerial presidency. (2nd ed.) Texas A&M University Press.
    68. Pollitt, C., & Bouckaert, G. (2000). / Public management reform: A comparative perspective. Oxford: Oxford University Press.
    69. Pollitt, C., Talot, C., Caulfield, J., & Smullen, A. (2004). / Agencies: How government do things through semi-autonomous organizations. NY: Palgrave Macmillan. CrossRef
    70. Primo, D., Jacobsmeier, M. L., & Milyo, J. (2007). Estimating the impact of state policies and institutions with mixed-level data. / State Politics and Policy Quarterly, 7(4), 446-59. CrossRef
    71. Rabe-Hesketh, S., & Skrondal, A. (2005). / Multilevel and longitudinal modeling using stata. The Stata Press.
    72. Rabe-Hesketh, S., Skrondal, A., & Pickles, A. (2002). Reliable estimation of generalized linear mixed models using adaptive quadrature. / The Stata Journal, 2(1), 1-1.
    73. Rudalevige, A. (2009). The administrative presidency and bureaucratic control: implementing a research agenda. / Presidential Studies Quarterly, 39(1), 10-4. CrossRef
    74. Selznick, P. (1948). Foundations of the theory of organization. / American Sociological Review, 13, 25-5. CrossRef
    75. Skelcher, C. (1998). / The appointed state: Quasi-governmental organizations and democracy. Buckingham: Open University Press.
    76. Tuerlinckx, F., Rijmen, F., Verbeke, G., & De Boeck, P. (2006). Statistical inference in generalized linear mixed models: a review. / British Journal of Mathematical and Statistical Psychology, 59, 225-55. CrossRef
    77. Usui, C., & Colignon, R. A. (1995). Government elites and Amakudari in Japan, 1963-992. / Asian Survey, 35(7), 682-98. CrossRef
    78. Van Thiel, S. (2004). Trends in the public sector: why politicians prefer quasi-autonomous organizations. / Journal of Theoretical Politics, 16(2), 175-01. CrossRef
    79. Warren, P.L. (2010). Allies and adversaries: appointees and policymaking under separation of powers. / Journal of Law, Economics, and Organization. Nov 3, 2010.
    80. Weko, T.J. (1995). / The politicizing presidency: The White House personnel office, 1948-994. University Press of Kansas.
    81. Wettenhall, R. (2006). The problem of defending agencies for public accountability that are sometimes in conflict with their funding governments. Monterrey, Mexico, 16-0 July 2006, IIAS 3rd International Conference of Administrative Sciences.
    82. Wildavsky, A. (1975). The two presidencies. In A. Wildavsky (Ed.), / Perspectives on the presidency (pp. 448-61). Boston: Little, Brown.
    83. Wood, D. B., & Waterman, R. (1991). The dynamics of political control of the bureaucracy. / American Political Science Review, 85(3), 801-28. CrossRef
    84. Wood, D. B., & Waterman, R. (1993). The dynamics of political-bureaucratic adaptation. / American Journal of Political Science, 37(2), 497-28. CrossRef
  • 作者单位:Sanghee Park (1)
    Byong Seob Kim (1)

    1. Graduate School of Public Administration, Seoul National University, Seoul, South Korea
  • ISSN:1573-7098
文摘
This study identifies the determinants of appointment of executives in quangos. Using data from 85 quangos in Korea over 15?years between 1993 and 2007, we investigate the degree to which various characteristics of organizational actors affect the choice of executives. Three organizational actors include presidents, sponsoring government departments, and the concerned quangos. Although results vary by executive position, the findings of the empirical analysis with multinomial probit and generalized linear mixed models support the idea that the appointment of quango executives is not the result of presidential choice but that of the interactions among the key organizational actors, with different incentives and resources, on the appointment. Compared to former bureaucrats, presidential allies are more likely to be appointed when presidents have more political support from the National Assembly and it is easier for insiders to be promoted as executives from larger and older quangos with clear legal origins.

© 2004-2018 中国地质图书馆版权所有 京ICP备05064691号 京公网安备11010802017129号

地址:北京市海淀区学院路29号 邮编:100083

电话:办公室:(+86 10)66554848;文献借阅、咨询服务、科技查新:66554700