One Step Forward or One Step Back? Explaining the Performance Paradox in the Civil Service of Bangladesh

In Bangladesh, two contrasting scenarios regarding the responsiveness of the bureaucrats working at the field level are present. Whereas some bureaucrats reach out to the people and respond to their demands, others remain unresponsive and unapproachable. So, why do the bureaucrats working at the grassroots, while performing under the same rules, same institutional context and reality, perform in two different ways while interacting with citizens? How can these two contradictory sets of understanding regarding bureaucratic responsiveness coexist in Bangladesh? This article attempts to unpack this puzzle by relying on a slightly modified version of historical institutionalism. Building on Bell’s model of ‘agent-centric institutional change’ and by using a modified version of Mahoney & Thelen’s framework of institutional change, it argues that dialectical interaction between agents (bureaucrats) and institutions (i.e., rules- both formal and informal, norms that affect the behavior of the agents) within the broader political setting can best explain the variation in behavioral pattern of the bureaucrats. The political context allows agents to exercise discretion in a specific manner in executing their roles and functions while being constrained by institutional rules and norms. The dialectical interaction between structure (political context), agent, and institution determines the current administrative reality, which has allowed the contradiction to emerge and sustain.

Media Attention and Bureaucratic Responsiveness

How does media attention shape bureaucratic behavior? We answer this question using novel data from the Mexican federal government. We first develop a new indicator for periods of anomalously heightened media attention, based on 150,000 news articles pertaining to 22 Mexican government ministries and agencies, and qualitatively categorize their themes. We then evaluate government responsiveness using administrative data on roughly 500,000 requests for government information over a 10-year period, with their associated responses. A panel fixed-effects approach demonstrates effects of media attention on the volume of outgoing weekly responses, while a second approach finds effects on the “queue” of information requests already filed when anomalous media attention begins. Consistent across these empirical approaches, we find that media attention shapes bureaucratic behavior. Positive or neutral attention is associated with reduced responsiveness, while the effects of negative attention vary, with attention to government failures leading to increased responsiveness but attention to corruption leading to reduced responsiveness. These patterns are consistent with mechanisms of reputation management, disclosure threat, and workload burden, but inconsistent with mechanisms of credit claiming or blame avoidance.

The effect of politician-constituent conflict on bureaucratic responsiveness under varying information frames

Public participation in rulemaking has long been regarded as an integral part of a functioning democracy. It is however unclear how governments and administrations influence the throughput of public participa- tion, and on a micro-level the decisions of bureaucrats tasked with acting upon such input. In representative democracies the policy positions of elected politicians can divert from public opinion. In addition, public participation initiatives do not commonly attract a fully representative set of society. Thereby demands from the participating public and political principals can diverge. Bureaucrats are then faced with conflicting input. Given bureaucrats’ discretion to manage public participation processes and their outputs, how can we expect them to act? Will they act accord- ing to the wishes of their political principal, will they side with the public or choose to divert. I use a survey experiment with senior bureaucrats in the US and the UK to test this. Further, I assess whether information frames alter such behaviour and whether this varies with the presence of citizen-politician conflict. I find that conflict leads bureaucrats to adopt more of an adviser role, but that information frames have no significant effect.

Bread and butter or bread and circuses? Politicisation and the European Commission in the European Semester

Does domestic contestation of European Union legitimacy affect the behaviour of the European Commission as an economic and fiscal supervisor? We draw on theories of bureaucratic responsiveness and employ multilevel and topic modelling to examine the extent to which the politicisation of European integration affects the outputs of the European Semester: the Country-Specific Recommendations. We develop two competing sets of hypotheses and test these on an original large-N data set on Commission behaviour with observations covering the period 2011–2017. We detect a twofold effect on the Commission's recommendations: member states that experience greater politicisation receive recommendations that are larger in scope but whose substance is less oriented towards social investment. We argue that this effect is best explained as an outcome of the Commission's institutional risk management strategy of regulatory ‘entrenchment’. The supranational agent issues additional recommendations while simultaneously entrenching on a stronger mandate substantively, which allows it to maintain its regulatory reputation and signal regulatory resolve to observing audiences.

Political control and policy-making uncertainty in executive orders: the implementation of environmental justice policy

Environmental justice (EJ) has represented an important equity challenge in policymaking for decades. President Clinton’s executive order (EO) 12898 in 1994 represented a significant federal action, requiring agencies to account for EJ issues in new rulemakings. We examine the impact of EO 12898 within the larger question of how EO are implemented in complex policymaking. We argue that presidential preferences will affect bureaucratic responsiveness and fire alarm oversight. However, EJ policy complexity produces uncertainty leading to bureaucratic risk aversion, constraining presidential efforts to steer policy. We utilise an original data set of nearly 2,000 final federal agency rules citing EO 12898 and find significant variation in its utilisation across administrations. Uncertainty over the nature of the order has an important influence on bureaucratic responsiveness. Our findings are instructive for the twin influences of political control and policy-making uncertainty and raise useful questions for future EJ and policy implementation research.