Tänavabürokraatia olulisust organisatsiooni või poliitika jõustamisel on vist keeruline üle hinnata. Sestap see lugu siin oma koha leidiski. Siit tekstist leiavad palju kasulikku need, kes soovivad mõista organisatsiooni ja tegevuskeskkonna sidustamise spetsiifilisi võimalusi ning kes ei rahuldu keskmise arusaamisega tänavabürokraadist. Autorid näitavad tänavabürokraatide mitmekülgset paletti.
Acting as a mediator between the state and citizens and as an interpreter and reproducer of public policies, street‐level bureaucracy greatly affects policy implementation outcomes and public service delivery performance (Brodkin, 2012; Lipsky, 2010; Marinetto, 2011; Tummers & Bekkers, 2014). […] As public management and policy research has gradually turned to the governance perspective (Hupe et al., 2015), the institutional environment of the street‐level bureaucracy is being reconstructed.
Tänavabürokraat siinse teksti tähenduses:
Current research mainly regards SLBs as subjects who possess professional knowledge and undertake professional tasks, but are at the bottom of the bureaucratic system and interact closely with citizens over long periods of time.
Institutsionaalse keskkonna olulisus:
Different institutional environments have important impacts on the tactics and use of discretion of SLBs (Maynard‐Moody & Portillo, 2010; Møller & Stensöta, 2019). Based on this, by embedding the organizational structure and strategies of SLBs into their institutional context, this article constructs an institution‐practice framework to analyze the typology of SLBs.
Teisenevad hierarhiad ja valitsetuse tõus:
However, with the transition from the traditional and hierarchical public administration system to the governance system, SLBs are faced with more complex institutional environments (Stoker, 2002). They are set in a network of multiple actors: government, private enterprise, and the third sector (Tummers et al., 2015).
In terms of organizational structure, both the classic SLB and the street‐level policy entrepreneur are Weberian. They have a professional identity (Hupe & Hill, 2007), though at the bottom of the bureaucracy. […] Professional norms and ideas have a significant influence on their strategies and behaviors (Ellis, 2011; Evans, 2010; Møller & Stensöta, 2019; Noordegraaf, 2016). In addition, because they are at the bottom of the bureaucracy, SLBs usually have few opportunities for promotion (Maynard‐Moody & Portillo, 2010). […] The street‐level policy entrepreneur is embedded in a horizontal system of governance. They work within a complex network of actors, including the public sector, private companies, and social volunteers (Tummers et al., 2015).
Cai, C., Shen, Q., & Tang, N. (2022) Do visiting monks give better sermons?“Street‐level bureaucrats from higher‐up” in targeted poverty alleviation in China. Public Administration and Development.