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  • Articles  (41,100)
  • Periodicals Archive Online (PAO)  (40,900)
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  • 101
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    Public administration 81 (2003), S. 0 
    ISSN: 1467-9299
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: The twin processes of Europeanization and Transition provide significant opportunities for the development of Public Administration education in Europe and provide a possibility to further the ‘emancipation’ of the discipline. In terms of Europeanization, the increasing challenges of politico-administrative interaction between national administrations and the institutions of the European Union illustrate that it is essential for Public Administration graduates to acquire an informed understanding of both the European context of policy-making and of the administrative organization and culture of other member states and countries associated with the EU. As a second element, the transition process in Central and Eastern European states could provide the discipline with further impetus to search for its own identity and approach in a European context. This article reviews the key findings of the results of the comprehensive inventories undertaken by the SOCRATES Thematic Network in Public Administration with regard to the current direction in which Public Administration education in Europe is moving. It addresses whether attention to European issues is reflected in the curriculum as well as links with the profession and whether cross-fertilization between the development of new programmes in the transition states and PA academic programmes in the EU member states has actually occurred.
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  • 102
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    Public administration 81 (2003), S. 0 
    ISSN: 1467-9299
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: The consistent failure to match EU market integration with social policies provoked the development of new modes of European governance for welfare provision in the early 1990s. Based on policy co-ordination rather than integration, these new governance modes were consolidated as the ‘Open Method of Co-ordination’ (OMC) at the Lisbon Summit in 2000. This article analyses the scope and limits of the OMC, locating it in the context of broader trends and tendencies in governance and social provision. Indeed, the perceived ‘success’ of the OMC may reflect a deeper trend in social policy across western Europe and beyond, towards ‘active’ welfare policies. In many ways the OMC is consistent with the influential ‘regulatory state’ vision of the EU. Yet by ‘activating’ welfare the OMC may challenge market liberal theories of European economic regulation. The first seeks to integrate economic and social policies while the latter is premised on their separation.
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  • 103
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    Oxford, UK and Boston, USA : Blackwell Publishing Ltd
    Public administration 81 (2003), S. 0 
    ISSN: 1467-9299
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
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  • 104
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    Oxford, UK and Boston, USA : Blackwell Publishing Ltd
    Public administration 81 (2003), S. 0 
    ISSN: 1467-9299
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: A dialectical model of policy networks is deployed to analyse policy change in the area of GM crops in the UK. The model uses an analysis of the interaction between agents and structure, network and context and network and outcomes to understand and explain how policy change has occurred. A key advantage of the model is that it increases understanding of network transformation, explanation of which has been an alleged weakness of the policy network approach. However, this case study does throw up some weaknesses with the model, including the tendency of the model to emphasize the role of ‘insider’ agents and downplay the role of ‘outsiders’ in the policy process.
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  • 105
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    Oxford, UK and Boston, USA : Blackwell Publishing Ltd
    Public administration 81 (2003), S. 0 
    ISSN: 1467-9299
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
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  • 106
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    Public administration 81 (2003), S. 0 
    ISSN: 1467-9299
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: The aim is of this paper is to conduct an exploratory study into the use of Balanced Scorecards as an approach to implementing Best Value in UK local government. Furthermore, a participant-observation method is used to study the development into a Balanced Scorecard within local government.There is a need to critically evaluate approaches to implementing Best Value so that local government can determine how to achieve the service performance levels laid down in the framework. There is a paucity of systematic studies exploring and critiquing the effectiveness of using the Balanced Scorecard in Best Value implementation. The paper describes an exploratory multiple case research study followed by longitudinal participant-observer research on Balanced Scorecard development in a Best Value context. The findings show that the Balanced Scorecard can play a key role in Best Value implementation. Moreover it is also useful in linking other improvement initiatives. However, the Balanced Scorecard process must be informed by organizational and environmental information that is both accurate and adequate. The audit functions of the Business Excellence Model go some way to providing this information.
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  • 107
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    Oxford, UK and Boston, USA : Blackwell Publishing Ltd
    Public administration 81 (2003), S. 0 
    ISSN: 1467-9299
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: The European Union is experimenting with new, non-binding policy instruments in business taxation, namely a voluntary code of conduct among member states against harmful tax competition. This article raises the question to what extent can the code be considered a manifestation of the open method of coordination (OMC)? Is an open method (based on guidelines, peer review, best practice, benchmarking, learning and diffusion of shared beliefs among policy-makers) emerging as a new governance architecture in tax policy? If so, what can the code achieve in terms of policy learning and convergence? There are similarities between the code and the open method of coordination – especially with reference to guidelines, peer review, timetables and the identification of ‘worst practice’. However, the political logic of the code does not fit in well with the OMC aims of participatory governance and social learning. In terms of achievements, the code has contributed to the creation of a community of discourse and the diffusion of shared beliefs about what constitutes ‘acceptable’ and ‘harmful’ tax competition. Convergence at the level of discourse, however, should not be confused with convergence of actual tax policies in the member states.
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  • 108
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    Corporate governance 4 (1996), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: The collection of papers in this volume concerns boards of directors – as they are now and how they are likely to be transformed as the world, and organizations, move into the 21st century.
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  • 109
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    Corporate governance 2 (1994), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: This paper reviews the organizational control process, its role, and outlines the role of ownership control as applied to executive compensation. The findings from the study suggest that institutional ownership is an important factor in the compensation of CEOs of large U.S. industrial firms. Other factors found to be of consistent influence are firm size and firm profitability.
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  • 110
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    Corporate governance 2 (1994), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: What do U.S. share owners really want? What should be the roles of the different stakeholders such as employee owners and institutional investors? In what ways will ownership structures change? What tools will be available for motivating employees, managers, share owners, etc.? What will be the structure of tomorrow's corporation?
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  • 111
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    Corporate governance 2 (1994), S. 0 
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    Topics: Political Science , Economics
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  • 112
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    Corporate governance 2 (1994), S. 0 
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    Topics: Political Science , Economics
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  • 113
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    Corporate governance 2 (1994), S. 0 
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    Topics: Political Science , Economics
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  • 114
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    Corporate governance 2 (1994), S. 0 
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    Topics: Political Science , Economics
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  • 115
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    Corporate governance 2 (1994), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: Book Reviwes in The Article:Johnson, Gerry and Kevan Scholes, (1993) Exploring Corporate Strategy – text and cases, Prentice Hall, London.Kennedy, Paul, (1993) Preparing for the Twenty-Firs t Century, HarperCollins, London.Nobes, Christopher, (1992) Accounting Harmonisation in Europe: Process, Progress and Prospects, Financial Times Business Information, London.
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  • 116
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    Corporate governance 2 (1994), S. 0 
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    Topics: Political Science , Economics
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  • 117
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    Corporate governance 2 (1994), S. 0 
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    Topics: Political Science , Economics
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  • 118
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    Corporate governance 1 (1993), S. 0 
    ISSN: 1467-8683
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    Topics: Political Science , Economics
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  • 119
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    Corporate governance 1 (1993), S. 0 
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    Topics: Political Science , Economics
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  • 120
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    Corporate governance 4 (1996), S. 0 
    ISSN: 1467-8683
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    Topics: Political Science , Economics
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  • 121
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    Corporate governance 1 (1993), S. 0 
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  • 122
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    Corporate governance 1 (1993), S. 0 
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  • 123
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    Corporate governance 1 (1993), S. 0 
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    Topics: Political Science , Economics
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  • 124
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    Corporate governance 1 (1993), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: In the last issue Terry Arthur made some personal observations on the UK Report of the Committee on the Financial Aspects of Corporate Governance, (The Cadbury Report). To ensure that Corporate Governance acquires a reputation as a reliable journal of report, it is appropriate that we now include a response from Sir Adrian. Editor
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  • 125
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    Corporate governance 1 (1993), S. 0 
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  • 126
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    Corporate governance 1 (1993), S. 0 
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  • 127
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    Corporate governance 1 (1993), S. 0 
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  • 128
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    Corporate governance 1 (1993), S. 0 
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  • 129
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    Corporate governance 1 (1993), S. 0 
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  • 130
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    Corporate governance 1 (1993), S. 0 
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  • 131
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    Corporate governance 1 (1993), S. 0 
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  • 132
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    Corporate governance 1 (1993), S. 0 
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    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: This article is a precis of the Michael Shanks Memorial Lecture delivered to the Royal Society on 5 December 1990. In it the author raises a number of philosophical questions about the nature of the corporate enterprise which challenge some of the shibboleths of current thinking. It is published in the expectation that it will stimulate thought and comment.
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  • 133
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    Corporate governance 2 (1994), S. 0 
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  • 134
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    Corporate governance 2 (1994), S. 0 
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    Notes: The following report is reproduced with the permission of CIMA – The Chartered Institute of Management Accountants from their booklet A Framework for Internal Control.*This report is published here to contribute to the current debate on corporate governance and to provide a wider understanding of the nature of internal control in business organisations.
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  • 135
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  • 136
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    Corporate governance 2 (1994), S. 0 
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  • 137
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    Corporate governance 1 (1993), S. 0 
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  • 138
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    Corporate governance 1 (1993), S. 0 
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    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: Book Reviwes in The Article:Auerbach, Alan J. (Editor), (1988, paperback 1991), Corporate Takeovers – causes and consequences, University of Chicago Press, Chicago.Bartlett, Sarah; (1991) The Money Machine – How KKR Manufactured Power and Profits; Warner Books, New YorkFell, Robert, (1992), Crisis and Change – the maturing of Hong Kong's financial markets, Longman, Hong KongMantle, Jonathan; (1992), For Whom the Bell Tolls – the lesson of Lloyd's of London; Sinclair-Stevenson, LondonSheridan, Thomas and Nigel Kendall(1992), Corporate Governance – an action plan for profitability and business success, Financial Times and Pitman, LondonSpicer, Barry, Robert Bowman, David Emanuel and Alister Hunt, (1991), The Power t o Manage – restructuring the New Zealand Electricity Department as a State Owned Enterprise, Oxford University Press, Auckland, New ZealandStevens, Mark (1992) The Big Six; Simon and Schuster, New York.Vernon, Raymond; (1992) Are Foreign-owned Subsidiaries Good for the United States? Group of Thirty Occasional Paper No. 37; Group of Thirty, 1990 M Street, Washington, DC 20036, USA.David, Fred R., (1991) Concepts of Strategic Management, Macmillan Publishing Company, New York.Institute of Directors; Corporate Governance Series; Institute of Directors, London, 1992Kirdar, Uner (editor), (1992), Change – threat or opportunity for human progress? Volume 3, Globalization of Markets, United NationsRugman, Alan M. and Main Verbeke, (1990), Global Corporate Strategy and Trade Policy, Routledge, London.Shapiro, Alan C., (1991) Modern Corporate Finance, Macmillan Publishing Company, New York.
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  • 139
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    Public administration 81 (2003), S. 0 
    ISSN: 1467-9299
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: In the public sphere, a management by measurement (MBM) movement can be traced. Practitioners attempt to strengthen the transparency and effectiveness of administrative systems by introducing rational measurement cycles. When issues are managed, ambitions must be stated, options must be assessed, optimal options must be chosen and performance must be monitored and evaluated. This cycle rests upon assumptions that are often untenable. When issues are ambiguous, interpretative spaces exist; when interpretative spaces exist, strict measurement cycles do not work because required conditions and assumptions cannot be met. This article explores the nature of interpretative spaces by identifying three types of public management practice. In this typology of public management, practices differ in terms of the extent to which issues can be classified, as well as the extent to which standards are contested. Management by measurement fits canonical practices where issues are known and standards are shared, it is argued, but is less appropriate for evaluating non-canonical practices and practices-in-transition where such a classification of issues is weak and consensus on standard is absent. MBM focuses on data; the other practices require dialogue in order to manage ambiguity and interpretative spaces.
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  • 140
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  • 141
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  • 142
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    Public administration 81 (2003), S. 0 
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    Notes: Books reviewed:Peter John Perry, Political Corruption in Australia - A Very Wicked Place?Colin Hay (ed.), British Politics TodayPeter McLaverty (ed.), Public Participation And Innovations in CommunityGovernanceIan Neary, The State And Politics in JapanGarrett FitzGerald, Reflections on The Irish StateMadeleine O. Hosli, Adrian M.A. van Deemen and Mika Widgrén (eds), Institutional Challenges in the European UnionColin Rallings, Michael Thrasher and James Downe, One Vote One Value: Electoral Re Districting in English Local GovernmentEran Vigoda (ed.), Public Administration: An Interdisciplinary CriticalAnalysisPeter Drahos with John Braithwaite, Information Feudalism: Who Owns the Knowledge Economy?Pietro S. Nivola, Tense Commandments: Federal Prescriptions and CityProblems
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  • 143
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    Notes: Jones and Baumgartner's punctuated equilibrium model of agenda change has reinvigorated decision-making theory; moreover their US budget project offers a set of techniques to apply to UK data. We replicate the method by plotting percentage budget changes in central government budgets to see whether the distribution is normally distributed as predicted by the incrementalist account or leptokurtic as hypothesized by the punctuated equilibrium model. Taking the period 1951–96, we create 405 data points from budget changes from the National Income Accounts (‘Blue Book’) on agriculture, defence, social security, education, health, housing, industry, law and order and transport, all adjusted using the GDP deflator at factor cost. We find that the budget changes form a leptokurtic distribution. Such a pattern appears in most policy sectors.
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    Notes: How does the non-executant state ensure that its agents are fulfilling their obligations to deliver nationally determined policies? In the case of elected local government in England and Wales, this function is carried out by the Audit Commission (AC) for Local Authorities and the Health Service for England and Wales. Since being established in 1983, it is the means by which local authorities are held to account by central government, both for its own purposes and on behalf of other interested stakeholders.Although the primary function of the AC is to ensure that local authorities are fulfilling their obligations, it does so by using different methods. By acting as a regulator, an independent expert, an opinion former and a mediator, the AC steers local authorities to ensure that they are compliant with the regulatory regime and are implementing legislation properly.
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    Notes: Critiques of policy networks have highlighted particularly the inability of concepts such as policy communities to explain policy change. The established construction of policy community places it chiefly as a metaphor for a relatively stable network within the policy process, which emphasizes the resource dependencies between key stakeholders. Typically, a process of bargaining brings about accommodation and a state of negotiated order.However, a key problem arises in explaining major policy change where an established policy community persists. One solution here is to appreciate that, over time, dominant ideas and associated policy meanings may shift appreciably within an otherwise durable policy community. Thus, even a seemingly insulated policy community, under certain conditions, may not be immune to idea mutation and new policy meanings. Given the central importance of policy communities, these shifts may induce significant policy change.A case study of this type is provided by the Oxford Transport Strategy (OTS), where a dual process of change took place. On one level of analysis, a challenge to the policy community produced a typical bargaining strategy, with an emphasis on negotiated order. On another level of analysis, however, the terms of the policy debate shifted markedly, and produced a new meaning for the key concept of integrated transport within the policy community. In turn, this process induced significant policy change. The article concludes that, ironically, the survival of a policy community depends on its ability to re-create itself by visualizing a new future.
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    Notes: Three societies with similar initiatives for public service re-configuration and reform – the UK, Canada and Australia – are examined to highlight the many-faceted issues of public service ethics and the different approaches these governments have taken to re-building public trust and enhancing public service ethics in times of rapid change. These efforts for re-building an ethical public service are scrutinized according to four criteria for effectively leading change. Changes of public service values are also analysed as well as their implications for public servants.Effectively, applied leadership is identified as the pillar of ethical practice – emphasizing the need for quality leadership development through on-the-job experience. Although legislation and codification are seen as necessary for building an ethical infrastructure that can help employees out of encountered dilemmas, the way forward is seen as nurturing an environment of trust and vigilance in which ethics are promoted through exemplary behaviour of leaders and employees alike.
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    Notes: This article examines the use of ‘new’ environmental policy instruments (NEPIs), particularly market-based instruments (for example, eco-taxes) and voluntary agreements, in the European Union (EU). It focuses on the actor motivation behind the recent increase in the adoption of new and innovative instruments in EU (and member state) environmental policies while also taking account of the external international arena. The article assesses whether new ideas put forward by policy entrepreneurs, such as member governments, EU institutions, expert groups and non-governmental organizations (NGOs), are the main motivation behind the EU adoption of NEPIs, or whether market and harmonization pressures are the main driving forces. It concentrates on eco-taxes, voluntary agreements and eco-labels, using the following three theoretical perspectives: (1) policy learning and transfer/ideational; (2) garbage can; and (3) institutional approaches.
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    Notes: Private companies become like public agencies because competition for contracts is keen and they must be perceived by the contacting agent, government, as being agreeable with the government's demands in order to be contracted with again. Government makes suggestions, sets requirements, and provides recommendations to private companies which, over time, cause the private companies/facilities to look more and more like government agencies – and company managers are left pressed between their need to re-contract and the business instincts and acumen for which they’ve presumably been contracted with in the first place.This paper will briefly visit the common arguments for and against privatization. Additionally, the results of a limited study of the effect of publicization on private prison companies operating nationally in the US will be examined.
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    Notes: In this article, we address two main questions. First, we ask whether the alleged shift in the Commission's environmental ‘policy style’ from a traditional regulatory style towards a new style based on less impositional, more market-based and co-operative instruments has actually occurred in practice. We seek to answer this question (a) by employing content analysis to assess the policy instruments propagated by the Commission in both the Fourth and Fifth Environmental Action Programmes (EAP); and (b) by analysing legislative proposals introduced by the Commission in designated environmental policy fields (atmospheric pollution, waste, water). On the basis of the findings we argue that there is a discrepancy between what the Commission declares in the EAPs and what it proposes in practice. Moreover, in a second step, we highlight the factors which might make any major shift in the Commission's policy style difficult to achieve in order to account for this discrepancy.
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    Notes: Books reviewed in this article:Camilla Stivers (ed.), Democracy, bureaucracy and the study of administrationJonathan S. Davies, Partnerships and regimes: the politics of urban regeneration in the UKSimon James and Virginia Preston (eds.), British politics since 1945. The dynamics of historical changeJenny Fleming and Ian Holland (eds.), Motivating ministers to moralityDavid Richards and Martin J. Smith, Governance and public policy in the UKMark Bovens, Paul 't Hart and B. Guy Peters (eds.), Success and failure in public governance: a comparative analysisAlistair Cole and Peter John, Local governance in England and France
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    Notes: Five conceptual models of public service improvement are derived from the large literature on organizational effectiveness. These are the goal, systems-resource, internal process, competing values and multiple constituency models. The strengths and weaknesses of each of these models is evaluated and a working definition of improvement is proposed. This emphasizes that concepts and measures of public service improvement are political rather than technical, and contingent rather than universal. Conclusions are drawn on the implications for academic research and policy development.
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    Notes: This article examines the emergent identity and impact of devolution in Scotland. Using the case of community care for the elderly, a model is set out for capturing the different interpretive perspectives evident in relation to a particular policy area in 1999–2001. The political story of the ‘free personal care’ issue, in which the Scottish Executive were unexpectedly forced into adopting a markedly different policy from the rest of the UK, is examined in some detail. Setting the episode in a broader context, four discursive thematics are identified in relation to the policy case. A model is demonstrated for examining different aspects of devolution including constitutional level and sub-system aspects of post-devolution governance. Conclusions are drawn as to the meaning which should be ascribed to the discourse associated with devolution and community care for the elderly.
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    Notes: This article focuses upon one particular aspect of new institutionalist thinking – that which analyses the scope for, and constraints upon, deliberate interventions in institutional change. New institutionalist insights are used to illuminate the challenges faced by the British Labour government in its programme for modernizing local government. The focus is upon two core concepts: robustness and revisability – a pairing which highlights the potential contradictions that exist within the new institutionalist approach to design. It is argued that New Labour struggled to achieve a balance between these key design criteria during its first term, with revisability increasingly sacrificed in favour of robustness. In its second term in office (since June 2001), Labour has sought to rebalance robustness and revisability, largely through the principle of ‘earned autonomy’. In this context the values informing the institutional redesign of local government have become less clear and more contested, and there has been a progressive shift from commitment-based to control-based strategies for change.
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    Notes: On the walls of my private office hang the photographs of my seven distinguished predecessors as Secretary of the Cabinet. I sometimes find myself staring at them for inspiration, not always successfully I admit.A week or two ago I found myself looking at the great Lord Bridges, Secretary of the Cabinet and War Cabinet from 1938 to 1946. I wondered what he would have made of it if in the space of a week one of his predecessors had published an article in The Spectator advertised as ‘The Descent of the Civil Servant’ and another had appeared on the Frost programme to reassure the world that the Service was still in good shape.Both predecessors, Lords Butler and Armstrong, I hasten to say, were acting in the most supportive spirit and spoke from what for all of us is a deeply shared view of the role of the Civil Service. But, staring at Bridges, I could see a bubble emerging from his mouth enquiring: what precisely is happening on your watch, Sir Richard?
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    Notes: The emphasis on public participation in contemporary policy discourse has prompted the development of a wide range of forums within which dialogue takes place between citizens and officials. Often such initiatives are intended to contribute to objectives relating to social exclusion and democratic renewal. The question of ‘who takes part’ within such forums is, then, critical to an understanding of how far new types of forums can contribute to the delivery of such objectives. This article draws on early findings of research conducted as part of the ESRC Democracy and Participation Programme. It addresses three questions: ‘How do public bodies define or constitute the public that they wish to engage in dialogue?’; ‘What notions of representation or representativeness do participants and public officials bring to the idea of legitimate membership of such forums?’; and ‘How do deliberative forums contribute to, or help ameliorate, processes of social inclusion and exclusion?’
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    Notes: The role of the state is changing under the impact of, for example, globalization. The changes have been variously understood as the new public management (NPM), the hollowing–out of the state and the new governance. This special issue of Public Administration explores the changing role of the state in advanced industrial democracies. It focuses on the puzzle of why states respond differently to common trends.This introductory article has three aims. First, we provide a brief review of the existing literature on public sector reform to show that our approach is distinctive. We argue that the existing literature does not explore the ways in which governmental traditions shape reform. Second, we outline an interpretive approach to the analysis of public sector reform built on the notions of beliefs, traditions, dilemmas and narratives. We provide brief illustrations of these ideas drawn from the individual country articles. Finally, we outline the ground covered by all the chapters but we do not summarize and compare their experiences of reform. That task is reserved for the concluding article.
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    Notes: Australia's traditions of governance tend to be pragmatic and to blend different ideologies. Its traditions are less dependent on political party ideologies, and more on competing conceptions of the significant problems and the way that they should be addressed. In this article we identify five principal traditions, namely: settler–state developmentalism; civilizing capitalism; the development of a social–liberal constitutional tradition; traditions of federalism; and the exclusiveness/ inclusiveness of the state and society. These traditions have been robust and have developed over time. We show how political actors operating from within this plurality of traditions have understood the public sector and how their understandings have led to changes in the way the public sector is structured.
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    Notes: This article begins with a historical account of the various styles of governance in The Netherlands from the post–war period to date. That overview reveals the persistence of an underlying more traditional form of governance, that is, the tradition of consensual corporatism. Although conventionally believed to be an invention of the Catholic Church and subsequent political theorists, the present twentieth and twenty–first–century historical review of this corporatist style of governance leads to the conclusion that its historical roots are, instead, the age–old Dutch state traditions of tolerance, pragmatism and consensus. It looks as though the worn–out clichés of ‘images of the Dutch’ are indeed the fundamentally underlying core–concepts behind the Dutch style of governance. The ruling, merchant, partrician families of the Dutch Republic, in order to defend their international trade interests, in the midst of somewhat dogmatic Protestant preachers, were pragmatically tolerant of deviant ideas and groups and thus were able to reach a feasible compromise.
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    Notes: Any account of Norwegian governance must engage with four different state traditions (Olsen 1988): the sovereign rationality–bounded or centralised state, the institutional state, the corporatist–pluralist state and the supermarket state. The first three traditions are historically interconnected, while the supermarket state is a fundamental and recent challenge to them. These traditions have co–existed in different combinations and their significance has changed several times, since the Constitution of 1814. In this article, first, I outline each tradition, tracing its historical roots, dominant actors and the competing definitions and interpretations. Second, I discuss the problems or dilemmas that confronted these traditions and the reforms enacted in response to them. Finally, I assess the consequences of these reforms. I focus on the post–World War II period. I finish by discussing the dynamic interdependence of the different state traditions.
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    Notes: Industrial foundations are private, self-governing institutions that own business companies. This ownership category is quite common in Northern Europe although it appears to violate the basic principles of the (Anglo-American) neoclassical corporation: profit maximization and risk diversification. The paper examines the economic performance of foundation-owned companies using accounting data drawn from a sample of the 300 largest Danish companies 1982-1992. Surprisingly, it is found that foundation-owned companies perform slightly better than companies with private (personal) or public (dispersed) ownership. Foundation-owned companies appear to specialize in capital and research intensive activities with high profit-sales ratios which indicates that they are competitive in activities that require continuous long run investment. A parallel paper proposes a theoretical explanation.
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    Notes: Parkinson, J.E. (1993) Corporate Power and Responsibility – issues in the theory of law. The Director at Risk – accountability in the boardroom; Henry Bosch. American Anti-munagement Theories of Organization, Donaldson, Lex. Ownership and Control: Rethinking corporate Rethinking corporate governance for the twenty-first century, Blair Margaret M.
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    Notes: This paper considers the transformations in boards of directors for the 21st century by focusing on the rich and complex set of roles and responsibilities ascribed to and assumed by board members. The differences and similarities in director selection, evaluation, and separation are also examined. The implications of these findings and future transformations in such roles and responsibilities for governing boards in both the corporate and nonprofit sectors are discussed.
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    Notes: The paper compares the contribution, power and influence of non-executive directors and part-time chairpersons within large UK PLC's, using interview data collected for a pilot study. Two questions are addressed:What contribution, if any, is made by non-executive directors and part-time chairmen?How, if at all, do part-time chairpersons exercise power and influence?The paper reveals that part-time chairmen and non-executive directors claim to contribute to a broad range of issues, ranging from the strategy of the firm, to the appointment, selection and dismissal of board members. Contribution is made by part-time chairmen and non-executive directors converting power sources into influence. A variety of influence methods are used by part-time chairmen and non-executive directors to contribute as board members. Part-time chairmen influence most by assertiveness, using the authority that comes with leading the board. Non-executive directors influence most through persuasion and coalition formation. Non-executive directors less on their positional authority to exert influence, and more on their personal knowledge, experience and expertise, as well as their ability to form relationships with individuals both inside and outside of the boardroom.
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    Notes: This UK study investigates whether the stock market prefers companies to award the positions of chairman and chief executive officer to two different people instead of permitting a single individual, the ‘dual CEO', to combine them. The results suggest (a) that the market responds favourably to the separation of the two roles and unfavourably to their fusion and (b) that the accounting performance of companies which adopt a ‘dual CEO’ appears to decline subsequent to this change.
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    Notes: Institutional investors are estimated to own between 65%-75% of shares of quoted companies in the U.K., and 47%-50% of U.S. equities, although for many large corporations in the U.S., institutional ownership far exceeds 50%.Institutional investors have the potential to exert significant influence on companies via their voting rights, and this has clear implications for corporate governance, especially in terms of the standards of corporate governance and issues concerned with enforcement. In the U.K. institutional shareholders are encouraged to exercise their voting rights. In the U.S. the Department of Labor has stated clearly that it considers that the exercise of the vote is a fiduciary duty of shareholders, and it has expressed the view that U.S. institutional shareholders should vote their stock both in the U.S. and overseas.In this paper the frameworks that influence institutional investors to exercise their proxies are examined for both the U.S. and the U.K. The characteristics of each are discussed and models developed for the U.S. and U.K. The implications for voting, and for corporate governance generally, are discussed. The internationalisation of institutional portfolios results in a cross-border interest in corporate governance which makes this a particularly interesting area to analyse.
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    Notes: This article reports the results of a survey of 101 UK company boards designed to obtain information on the extent of their strategic involvement, the style of strategy making, the planning process and the methods used to monitor and control the implementation of strategy. There is much prescriptive work on the need for boards to be involved in the strategy making process, but little empirical evidence has been gathered about current practices. This article makes a contribution to this debate. With Pettigrew (1993) we aim to avoid placing this research within any one research tradition, but attempt to provide descriptive results which increase our understanding of the board's role in strategy based on initial findings from an on-going study.
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    Notes: Tesco Plc. is one of Britain's leading food retailers with 430 stores throughout England, Scotland and Wales and an additional 98 in France operated by Catteau. Tesco serves over eight million customers each week. In 1994 group sales increased by 13.8% to £9.2bn, profit before tax was £528m and dividends per share rose by 9.2% to 7.75p.This extract from the Tesco 1994 annual report and accounts is included to illustrate the corporate governance information now being provided in the UK, following the Cadbury report recommendations. The accounts were chosen at random and are not intended to show good or bad practice.
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    Notes: This study addresses the question of whether directors of publicly listed companies engage in self-serving behaviour. Specifically, the enquiry considers whether directors in failing firms reduce personal shareholdings in their firms as failure approaches. The answer not only has implications for shareholders and regulators but has importance in terms of agency theory. While it appears that directors of failed firms do not hold fewer shares or reduce their shareholdings in their own firms, it seems that they do not increase their shareholdings as frequently as those in non-failed firms.
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    Notes: “As the number of institutional investors increased, some prophets said that these investors, moved by their stakes and informed by their expertise, would begin to play in earnest the supervisory roles of the legendary stockholder. But through the 1960's [equally true through the 1990's] the record showed little to bear out the prophecies. The size of their assets commanded respect when institutional investors sought information; by their probing they introduced some fresh surveillance into corporate affairs. Nonetheless, the institutional investors generally behaved as individuals did; like individuals, they expressed dissatisfaction with the government of a corporation by selling out rather than by voting their shares for new men or different decisions. On rare occasions institutional investors cast their weight for a change in top management; rarer was evidence of their influence brought to bear on particular issues of corporation policy.”
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    Notes: Corporate governance structures and processes have in the main concerned themselves with the issues of control and management of corporate entities, since these are seen as the major form in which economic activity takes place. But increasingly it is being recognised that economic activity (e.g. R&D, new product development, marketing, and even production) can be conducted more efficiently through inter-organisational networks, involving consortia, joint ventures and clusters of various kinds. Study of the governance of such inter-organisational networks is still at a rudimentary stage, and will have to build on judiciously chosen case studies. In this paper a model of inter-organisational network governance is constructed using the case of TCG, a successful computer supplies group in Australia. The governance structure is modelled as ten‘rules’ which enable the group to function and grow.
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    Corporate governance 4 (1996), S. 0 
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    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
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    Corporate governance 4 (1996), S. 0 
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    Corporate governance 4 (1996), S. 0 
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    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: So many reports relevant to corporate governance have been published around the world recently that we cannot note or précis all of them. For the benefit of readers who might like to follow up some of them for their own research, we have decided to list some of the more significant.
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    Corporate governance 1 (1993), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: This exploratory study addresses an important knowledge gap identified by Pettigrew, 1992, concerning board dynamics by reporting basic descriptive information on board of director meetings and information flows to board members. The study specifically examines the information amount, format, and source relative to the number of board meetings, the number of board members, and the time directors spend in preparation for board meetings.
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    Corporate governance 3 (1995), S. 0 
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    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: There is evidence that corporate boards monitor and discipline managerial behaviour, a view also taken of an active market for corporate control. We investigate the extent to which board composition reflects restrictions on corporate control transactions, an outcome consistent with substitution between corporate governance mechanisms. In contrast to prior research, our results show that corporate boards are larger, and comprise a relatively higher proportion of outside directors when the firm is incorporated in a state with relatively restrictive takeover legislation. We interpret these findings as indicative of potential substitution among corporate governance mechanisms, an outcome often overlooked by advocates of “compulsory” board structures.
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    Corporate governance 3 (1995), S. 0 
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    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: ‘Business Process Re-engineering’ (BPR) exercises are widespread among major corporations. But what are the implications for the boardroom? This up-date report highlights certain aspects of BPR that should concern directors and boards. It draws upon the results of COBRA, a pan-European examination of BPR experience and practice, which has found that the reality of BPR application does not always match its rhetoric. There are strategic issues concerning BPR priorities, its relative impacts upon different stakeholders, and its consequences that need to be addressed. There are also implications for the composition of the board itself.
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    Corporate governance 3 (1995), S. 0 
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    Corporate governance 3 (1995), S. 0 
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  • 193
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    Corporate governance 3 (1995), S. 0 
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    Topics: Political Science , Economics
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    Corporate governance 3 (1995), S. 0 
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    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: Operating and Financial Review – views of analysts and institutional investors; The Institute of Chartered Accountants of Scotland Pauline Weetman with Bill Collins and Elizabeth Davie
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    Corporate governance 3 (1995), S. 0 
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    Corporate governance 1 (1993), S. 0 
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    Topics: Political Science , Economics
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    Topics: Political Science , Economics
    Notes: Prior studies have indicated the problem of ignoring the impact of environmental considerations when undertaking ratio analysis. This paper shows how the intercorporate ownership structure of Japan can influence financial ratios. It also presents two adjustment procedures to increase the comparability between U.S. and Japanese financial statements. The treasury stock method has its roots in Western consolidation principles, but is difficult to calculate for the typical Japanese Keiretsu. The preference share method is based on the stable shareholding structure of Japanese corporate ownership and is relatively easier to implement.
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