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. 2018. “Public Governance Models: A Systematic Review of 30 Years’ Research.” Paper Prepared for 26th NISPAcee Annual Conference: Public Administration for Well-being and Growth, Iaşi, Romania, May 24 - May 26, 2018. Suerdem, A. K. 2014. Workshop in Applied Analysis Soft ware. Available at: (last accessed 30. 4. 2018). De Vries, M. and J. Nemec, J. 2013. “Public Sector Reform: An Overview of Recent Literature and Research on NPM and Alternative Paths.” International Journal of Public


Good public governance requires participative networking to tackle the worst societal problems. Redefined administrative procedure as an instrument that should ensure efficient public policies is one of the key approaches in this respect. The objective of this article is to show, based on qualitative research methods, that in modern public administration, procedure is attributed a much different role than under the traditional Rechtsstaat doctrine. It has been evolving towards becoming a dialogue tool for the state and the citizens, increasingly recognised in Neo-Weberian and good governance models, also in Central and Eastern Europe (CEE). Administrative procedure’s modernised codification in CEE countries, grounded in public administration theory, EU and case law, is in this article seen as of the utmost importance to apply in the region to develop its governance capacity. The article addresses said issues and provides a specific outline as to how to systematically and proportionally codify administrative procedural law in this sense on a national scale. The author proposes a concrete, holistic outline to redefine respective codification within contemporary public governance models. This outline incorporates minimum joint fundamental principles, e.g. the right to be heard. Following the principle of proportionality, in addition a more detailed codification is suggested by more formalised proceedings in the case of the collision of legally protected interests. The principles, such as participation, would apply for any administrative acts, resulting from legislative policy-making or single-case decision-making, and judicial reviews thereof alike. Such an approach should ensure a balanced recognition and effective protection of parties and public interest.


The mission and mandate of economic governance in Greece and its accompanying institutional architecture requires a re-alignment in order to conform to the realities of the new global economy of the 21st century. Two recent events, one foundational and the other cataclysmic, have precipitated the need for a new vision and a new conceptual framework for revitalizing and modernizing Greece’s economic governance architecture. These two defining milestones are the emergence of a new global economy and the devastating consequences of the 2008 global financial crisis on the Greek economy.

This paper proposes a new conceptual framework for reforming the public administration in Greece that is congruent with the structural changes precipitated by the new global economy of the 21st century. The Great Recession and the contemporary jobless recovery provide the contextual narrative for redefining macroeconomic policy with regard to achieving good economic governance.

A new set of ten interactive and complementary principles for good governance in the 21st century are proposed. These governance principles should be accompanied with a modern institutional governance architecture. Furthermore, the structural qualities and resilient infrastructure of a revitalized governance model must be able to withstand the future economic shocks and interface effectively with the new global economy of the 21st century.

In essence, this paper sets a new economic governance agenda and designs the supporting governance infrastructure that has the administrative capability and the capacity to meet the challenges and take advantage of the opportunities confronting Greece in the 21st century. All of this, for the purpose of designing a governance infrastructure that interacts more effectively with global institutions; national, regional and local governments; economic, social and political networks; community and grassroots organizations and civil society.

. (1989). Factors affecting the policy for distributing computing resources. MIS Quarterly, 13 (4), 389–402. Ahmad, S., &Omar, R. (2016). Basic corporate governance models: a systematic review. International Journal of Law and Management, 58 (1), 73-107. Almeida, R. (2013). Implementing IT governance information systems and computer engineering examination committee. Lisboa: Tecnico. Almeida, R., Pereira, R., &Da Silva, M. M. (2013). IT Governance mechanisms: A literature review, 53

. & Perrini, F. (2009). Shaping Sustainable Value Chains: Network Determinants of Supply Chain Governance Models. Journal of Business Ethics , 90(4), 607-621. 20. Meyer, J.W. & Rowan, B. (1977). Institutionalized Organizations: Formal Structure as Myth and Ceremony. American Journal of Sociology , 83(2), 340-363. 21. Pfeffer, J. & Salancik, G.R. (1978). The External Control of Organizations: A Resource Dependence Perspective . New York: Harper and Row. 22. Freeman, R.E. (1984). Strategic management: A stakeholder approach . Boston: Pitman. 23. Donaldson, T. & Preston, L


The article presents a view (on the basis of theoretical and empirical analysis) of corporate governance models used in Polish family businesses through financial performance. The empirical analysis covered a sample of 24,000 Polish family businesses in the period of 2008–2013. The use of linear regression has allowed the authors to verify the hypothesis concerning the occurrence of differences in profitability ratios in groups of family businesses using variant management models and allowed verifying the relationship between the degree of control and involvement of the owners in management and financial performance. The received results, though inconclusive, indicate that the involvement of the owner in the governance process can affect the financial aspect of a business. The prepared empirical analysis and conclusions of the article contribute to a better understanding of the measures taken on management and control decisions; what is more, they can provide guidance to the owners of family businesses in shaping the corporate governance model.

kind of influence using the Kaliningrad factor was recalled as if apropos of nothing. This is cause to suspect that academic research has so far failed to properly consider Kaliningrad as a geostrategic factor. Then there are the questions: What is the course of the transformation of the geopolitical status of the Russian Federation’s Kaliningrad (Konigsberg) region? What is the role that Moscow has earmarked for the exclave within the European security architecture? And is it a merely regional role? One way to find out the answers is by verifying the governance


In this paper, the authors analyse the ambiguous political decision to ban the major Russian web resources from access to the Ukrainian market, in spite of heavy criticisms from local and foreign experts. While the supporters of the new internet policy claimed the new strategy to be coherent with cybersecurity priorities of the country, the opponents pointed out a set of legal and political limitations. Drawing on the setting and results of taking a new approach to information policy, we describe the fragility of Euromaidan democratic heritage and drawbacks of the current political regime. The logical method of legal interpretation has been applied to analyse the controversies of the current legislation on Russian internet resources restriction. The article concludes that Ukrainian post-Euromaidan governance model needs to consolidate the efforts in order to prove the commitment to freedom of speech as a core European value and replace spontaneous actions with an evidence-based approach to political decision-making.


The international scene is still modeled on the states’ interests, despite the challenges of non-state actors, whose international policy intervention can not be described as new. The state still continues to play a central role in shaping the international system, even if it is forced to act in an environment where large corporations are designing many of the national economies of states whose nationality they do not have, and non-governmental organizations are at the outskirts of an emerging global civil society, which could jeopardize the state’s right and obligation to prevent injustice, and considering that at the global level there is no entity able to issue regulations in this regard, all of which amid testing international governance models. Looking retrospectively, during the Cold War, the state was much stronger and the threats which it had to face were characterized by a much higher degree of predictability. This paper aims to analyze the contemporary international system by reference to that specific to the Cold War, based on factors considered relevant, the objective being to identify the possibility of turning the present international system to a new Cold War.


In this paper the configuration of the value chains in the automobile and the textile industries building on a theoretical review of the value chain concept, its different typologies and governance models are analised. At the empirical level these chains are classified according to the most relevant participating actors, their interrelations and their methods of upgrading their competitiveness. In both chains a firm-level analysis of their quantitative indicators for competitiveness was carried out.

Regarding the automobile industry assemblers generate significant agglomeration economies by attracting international suppliers. The modular production system of the sector generates great flexibility for the manufacturer but it also represents important opportunities for supplier companies aiming to improve their competitive position in these chains. As for the textile industry, our paper shows the clear leadership of the large distribution chains which have radically changed the sector transforming it into an industry driven by the buyers or distributors. Results indicate that the distribution companies are those that have the potential to generate greater added value when these companies have created integrated structures at the end of the chain.