27 January 2017
'Never waste a crisis': Reforming Irish public administration in a time of austerity
Dr. Muiris MacCarthaigh
(Queens University Belfast)
For more information on the seminar, please click on the following pdf link: PDF Seminar MacCarthaigh.
5 February 2018
Agency Proliferation and the Globalization of the Regulatory State. Introducing a data set on the institutional features of regulatory agencies
Prof. Jacint Jordana
(Universitat Pompeu Fabra- Institut Barcelona d'Estudis Internacionals)
For more information on the seminar, please click on the following pdf link: PDF Seminar Jordana.
20 March 2018
Organizing for Societal Security and Crisis management: Building Governance capacity and legitimacy
Prof. Per Lægreid
(University of Bergen)
For more information on the seminar, please click on the following pdf link: PDF Seminar Lægreid.
5 June 2018
Technological capacities in the public sector: why some public sector organizations are able to (rapidly) develop their technological capacities and others are not?
Dr. Veiko Lember
(Tallinn University of Technology)
For more information on the seminar, please click on the following pdf link: PDF Seminar Lember.
13 June 2018
Shaping Public-Private Partnerships (PPPs): A Synthesis of Governance Interdependencies across Socio-political, Operational, and Financial Factors
(Assistant professor University of Los Andes, Colombia)
For more information on the seminar, please click on the following pdf link: PDF Seminar Guevara.
5 February 2019
Human Rights Risks, Challenges and the Corporate Responsibility to Respect in the Construction Sector
The research group Law and Development (Faculty of Law), the research group for Urban Development (Faculty of Design Sciences) and the research group Politics & Public Governance (Faculty of Social Sciences) have been tasked with a pilot study for the BAM (a Flemish governmental company entrusted with completely and drastically redesigning the ring ring road around the city and port of Antwerp). The study sets out to chart the potential human rights and sustainable development risks of this major infrastructural project and aims to set out the capacity the BAM needs to build up to identify, prevent, mitigate and account for its (adverse) human rights impacts.
In the framework of this study the research team has organised a international seminar at the University of Antwerp with the company responsibles, public authorities, academics and practitioners. The main aim of the seminar was to discuss a human rights/ CSR approach to major infrastructure works and especially the lessons learned from comparable projects at home and abroad.
12 February 2019
Brexit, countdown to March 29
Guest Lecture by:
Dr. Simon Usherwood
(University of Surrey, UK & Deputy Director ‘UK in a Changing Europe’, ESRC)
Dr. Simon Usherwood is Reader in Politics at the University of Surrey. His main research agenda is focused on the UK in the EU, and Euroscepticism. He is currently deputy director of the ‘UK in a Changing Europe’ program of the ESRC. He is one of the leading experts on Brexit in the UK. He publishes regularly in academic journals on the topic and is an active participant in the Brexit debate in the (social) media.
All information can be found in the following pdf: PDF info guest lecture brexit
5 March 2019
Master class on the relationship between political institutions and the lobbying industry
The Keynote speakers:
Prof. Tim M. LaPira
James Madison University
Policy officer at Transparency International
All information can be found in the following pdf: PDF info master class
6 March 2019
Guest lecture “The Interest Group as a Lobbying Enterprise”
Prof. Timothy LaPira
James Madison University
How big is an interest group’s political footprint? In Revolving Door Lobbying, Timothy M. LaPira and Herschel F. Thomas introduce the concept of the “lobbying enterprise” to explain interest groups’ incentives to hire conventional or revolving door lobbyists. Although this research project has taught us a lot about individual lobbyists with experience in government (the revolving door lobbyists) and what they can mean for interest groups, we still do not know much about how the organized interest's enterprise employ human resources and organizational affiliations to produce influence. In this lecture, LaPira will expand on the theory of the lobbying enterprise itself to lay the groundwork for a new research agenda in interest group politics. The lobbying enterprise is more than simply the “interest organization,” but the full set of political resource “footprint” that organizations use to influence policy. That is, an organized interest’s enterprise includes its full roster of internal and external human resources (e.g., in-house lobbyists, contract lobbyists, political consultants, public relations advisers, regulatory lawyers) and its full set of formal and informal organizational affiliations (e.g., lobbying and law firm contracts, formal and informal lobbying coalition affiliations, relationships with policymakers inside government, trade and business association memberships, party-affiliated groups).
6 March 2019
Two visiting scholars presented their most recent work to our research group.
1. Comparing the use of Performance Information by Public and Private Managers: any different?
Autonomous University Madrid (UAM)
Abstract article: Scholars have provided insights on factors that explain the varying (non)-use of performance information by public managers in different countries, organizations, and policy sector. The question of whether and why performance information is used differently by public and private sector managers has, however, received little attention so far. When public and private sector managers operate within the same policy field, having similar performance information at their disposal and compete for clients, the question of whether, how, and why they use performance information becomes highly relevant. An analytical framework that integrates dimensions on the expected variance with respect to the use of performance information by public and private sector managers guides the analysis of 69 interviews conducted with CEO´s, Medical Directors, and Chiefs of Services of public and private hospitals.
2. Selective horizontal accountability in a hybrid organizations
University of Tampere