Externalization and politicization in policy advisory systems: a case study of contestable policy-making 2010–2015

References

• Aucoin, P. (2012). New political governance in Westminster systems: Impartial public administration and management performance at risk. Governance, 25(2), 177–199. doi: 10.1111/j.1468-0491.2012.01569.x
   Web of Science ®Google Scholar
• Bakvis, H., & Jarvis, M. D. (2012). From new public management to new political governance: Essays in honour of Peter Aucoin. McGill-Queen’s University Press.
   Google Scholar
• Barber, M. (2008). Instruction to deliver: Fighting to transform Britain’s public services. Methuen.
   Google Scholar
• Bentham, J. (2006). The IPPR and Demos: Think-tanks of the new social democracy. Political Quarterly, 77(2), 166–176. doi: 10.1111/j.1467-923X.2006.00759.x
   Web of Science ®Google Scholar
• Brecknell, S. (16th May 2014). Gus attacks outsourcing of policy advice. Civil Service World.
   Google Scholar
• Burnham, P., & Pyper, J. (2008). Britain’s modernised civil service. Palgrave Macmillan.
   Google Scholar
• Burnham, P. (2001). New labour and the politics of depoliticization. British Journal of Politics and International Relations, 3(2), 127–149. doi: 10.1111/1467-856X.00054
   Google Scholar
• Campbell, C., & Wilson, G. (1995). The end of whitehall? Death of a paradigm. Blackwells.
   Google Scholar
• Clegg, N. (2016). Politics: Between the extremes. Bodley Head.
   Google Scholar
• Craft, J. & Halligan, J. (1–4th July 2015). Looking back and thinking ahead: 30 years of policy advisory system scholarship. Prepared for T08P06 Comparing policy advisory systems. International Conference on Public Policy. Catholic University of Sacro Cuore, Milan.
   Google Scholar
• Craft, J. (2013). Appointed political staffs and the diversification of policy advisory sources: Theory and evidence from Canada. Policy and Society, 32(3), 211–223. doi: 10.1016/j.polsoc.2013.07.003
   Web of Science ®Google Scholar
• Craft, J., & Howlett, M. (2012). Policy formulation, governance shifts and policy influence: Location and content in policy advisory systems. Journal of Public Policy, 32(2), 79–98. doi: 10.1017/S0143814X12000049
   Web of Science ®Google Scholar
• Crewe, I., & King, A. (2013). The blunders of our governments. One World Publications.
   Google Scholar
• Donnelly, M. (30th June 2014). Speech to the institute of government.
   Google Scholar
• Eichbaum, C., & Shaw, R. (2007). Ministerial Advisers and the politics of policy-making: Bureaucratic permanence and popular control. Australian Journal of Public Administration, 66(4), 453–467. doi: 10.1111/j.1467-8500.2007.00556.x
   Web of Science ®Google Scholar
• Fleischer, J. (2009). Power resources of parliamentary executives: Policy advice in the UK and Germany. West European Politics, 32(1), 196–214. doi: 10.1080/01402380802509941
   Web of Science ®Google Scholar
• Fraussen, B., & Halpin, D. (2016). Think tanks and strategic policymaking: The contribution of think tanks to policy advisory systems. Policy Sciences, 50(1), 105–124. doi: 10.1007/s11077-016-9246-0
   Web of Science ®Google Scholar
• Gouglas, V. (2013). Policy advice utilisation in european policy advisory systems. University of Leuven Public Management Institute Paper.
   Google Scholar
• Grube, D., & Howard, C. (2016). Is the Westminster system broken beyond repair? Governance, 29(4), 467–481. doi: 10.1111/gove.12230
   Web of Science ®Google Scholar
• Gunter, H. M., Hall, D., & Mills, C. (2015). Consultants, consultancy and consultocracy in education policymaking in England. Journal of Education Policy, 30(4), 518–539. doi: 10.1080/02680939.2014.963163
   Web of Science ®Google Scholar
• Hall, P. (1992). Economics and the modern state. Twentieth Century British History, 3(1), 84–91. doi: 10.1093/tcbh/3.1.84
   Google Scholar
• Halligan, J. (1995). Policy advice and the public service. In B. G. Peters, & D. J. Savoie (Eds.), Governance in a changing environment (pp. 138–172). McGill-Queen’s University Press.
   Google Scholar
• Haynes, P. (30th September 2011). The return of new public management. Royal Holloway, University of London, pp. 1-16.
   Google Scholar
• Hazell, R. (2012). How the coalition works at the centre. In R. Hazell, & B. Yong (Eds.), The politics of coalition: How the conservative-liberal democrat government works. Hart Publishing.
   Google Scholar
• Hennessy, P. (1995). The hidden wiring: Unearthing the British constitution. Weidenfeld and Nicholson.
   Google Scholar
• Her Majesty’s Government. (2013). The contestable policy fund: Guidance. HMG.
   Google Scholar
• Her Majesty’s Government. (2013a). Twelve actions to professionalise policy-making: A report by the policy profession board. HMG.
   Google Scholar
• Her Majesty’s Government. (2012). The civil service reform plan. HMG.
   Google Scholar
• Her Majesty’s Government. (18th September 2012a). Government’s first use of contestable policy fund. HMG.
   Google Scholar
• Hilton, S. (2015). More human: Designing a world where people come first. Allen Lane.
   Google Scholar
• Hood, C. (2007). What happens when transparency meets blame avoidance. Public Management Review, 9(2), 191–210. doi: 10.1080/14719030701340275
   Web of Science ®Google Scholar
• House of Commons. (2014). Public administration select committee: Truth to power - how civil service reform can succeed. House of Commons.
   Google Scholar
• House of Commons. (2013). Public administration select committee second report: Public engagement in policy-making. House of Commons.
   Google Scholar
• Hustedt, T., & Veit, S. (2017). Policy advisory systems: Change dynamics and sources of variation. Policy Sciences, 50(1), 41–46. doi: 10.1007/s11077-016-9272-y
   Web of Science ®Google Scholar
• Institute for Public Policy Research. (2013). Accountability and responsiveness in the senior civil service: Lessons from overseas. Cabinet Office.
   Google Scholar
• Jessop, B. (2015). The state: Past, present and future. Polity Press.
   Google Scholar
• Letwin, O. (17th September 2012). Why mandarins matter: Keynote speech. Institute for Government.
   Google Scholar
• Morgan, G., & Sturdy, A. (2017). The role of large management consultancy firms in global public policy. In D. Stone, & K. Maloney (Eds.), Oxford handbook on global public policy and transnational administration. Oxford University Press.
   Google Scholar
• Mulgan, G. (2006). Thinking in tanks: The changing ecology of political ideas. Political Quarterly, 77(2), 147–155. doi: 10.1111/j.1467-923X.2006.00757.x
   Web of Science ®Google Scholar
• Page, E. (2010). Has the whitehall model survived? International Journal of Administrative Sciences, 76(3), 407–423. doi: 10.1177/0020852310373004
   Web of Science ®Google Scholar
• Pedersen, A., Sehested, K., & Sorenson, E. (2011). Emerging theoretical understanding of pluricentric coordination in public governance. The American Review of Public Administration, 41(1), 372–395.
   Google Scholar
• Peters, B. G., & Savoie, D. (2012). In search of good governance. In H. Bakvis, & M. D. Jarvis (Eds.), From new public management to new political governance: Essays in honour of Peter Aucoin. McGill-Queen’s Press.
   Google Scholar
• Peters, B.-G. (2000). Globalisation, institutions and governance. In B.-G. Peters, & D. Savoie (Eds.), Governance in the twenty-first century: Revitalising public service. McGill-Queen’s University Press.
   Google Scholar
• Plowden, W. (1987). Advising the rulers. Blackwell.
   Google Scholar
• Pollitt, C. (2002). Clarifying convergence: Striking similarities and durable differences in public management reform. Public Management Review, 4(1), 471–492.
   Google Scholar
• Pollitt, C. (2003). The essential public manager. Open University Press/McGraw-Hill.
   Google Scholar
• Public Administration Select Committee (PASC). (2014). Public engagement in policy-making. House of Commons.
   Google Scholar
• Rhodes, R. A. W. (2011). Everyday life in British government. Oxford University Press.
   Google Scholar
• Rhodes, R. A. W., Wanna, J., & Weller, P. (2011). Comparing Westminster. Oxford University Press.
   Google Scholar
• Richards, D., & Smith, M. (2016). The Westminster model and the ‘indivisibility of the political and economic elite’: A convenient myth whose time is up? Governance, 29(4), 499–516. doi: 10.1111/gove.12225
   Web of Science ®Google Scholar
• Richards, D., & Smith, M. (2013). IPPR report on the civil service starts a useful debate but needs a more informed and critical analysis. LSE Policy and Politics Blog.
   Google Scholar
• Richardson, J. (2017). The changing british policy style: From governance to government? British Politics, Forthcoming.
   Google Scholar
• Saint-Martin, D. (1998). Les consultants et la réforme managérialiste de l'État en France et en Grande-Bretagne : vers l'émergence d'une ‘consultocratie’? McGill University Press.
   Google Scholar
• Stoker, G., & Gains, F. (2011). Special advisers and the transmission of ideas from the policy primeval soup. Policy and Politics, 39(4), 485–498.
   Web of Science ®Google Scholar
• Stone, D. (2006). Think-tanks and policy analysis. In F. Fischer, G. J. Miller, & M. S. Sidney (Eds.), Handbook of public policy analysis: Theory, methods and politics. Marcel Dekker Inc.
   Google Scholar
• Waller, P. (2012). Departments: Ministers and the civil service. In R. Hazell, & B. Yong (Eds.), The politics of coalition: How the conservative-liberal democrat government works. Hart Publishing.
   Google Scholar
• Watts, R. (16th February 2013). Ministers’ new plan to steamroller civil servants, The Daily Telegraph.
   Google Scholar
• Wildavsky, A. (1979). Speaking truth to power: The art and craft of policy analysis. Little Brown.
   Google Scholar