The process of global city formation remains poorly understood and existing literature points to ... more The process of global city formation remains poorly understood and existing literature points to either the transnational economic class or the bureaucratic-political elites as the lead actor in the integration of these cities to the global economy. But global city formation can be seen as a product of a private-public partnership, whereby various state and non-state actors play a role in the ability of the city to claim global city-hood. This paper examines an emerging urban megaproject in a developing country, The Entertainment City, to explicate the roles actors play in global city formation. It finds that in such emerging global cities, the national government has shown greater efficiency in the design and implementation of a global city vision. Private, non-state actors are engaged as the main instrument to link up to the global economy while local governments act as the 'enablers' providing the ideal environment for these private firms to operate in. The paper derives some implications by identifying a gap in the incorporation of social welfare planning in urban development.
The past 30 years witnessed massive shifts in administrative systems all over the world, but the ... more The past 30 years witnessed massive shifts in administrative systems all over the world, but the literature lacks consensus on how to successfully carry out reforms. In Asia, the diversity of economic advancement and varying roles of the bureaucracy in society offer a unique opportunity to examine different approaches to administrative reform. Based on this diverse experience, capacity has emerged as a universal area of concern in administrative reform, particularly for developing Asia. As Farazmand (2002) noted, reforms in developing countries " may involve a number of structural and process changes and improvements…by building the technical, professional, and administrative management capacity ". These capacities remain poorly studied, and little research has been done to guide policymakers on how to conduct administrative reform. This study seeks to fill this gap by conducting a qualitative analysis of 20 Project Validation Reports (PVRs) of Asian Development Bank (ADB) projects tagged as Public Sector Management. PVRs are independently verified versions of a project's achievements of outputs/outcomes by operations staff. These were coded and analyzed to explore the nature of how capacity is embedded into the discourse of administrative reform in development projects financed by international financing institutions (IFIs), like the ADB. It does this by answering the following specific research questions: How is the concept of capacity important in administrative reform? What are the critical capacities typically identified as contributory to the success or failure of administrative reform? By refracting ADB's experiences in managing such projects through the lens of capacity, a set of skills and resources critical for administrative reform was derived and categorized as analytical capacity, operational capacity, or political capacity. Cluster analysis identified five clusters that represented the interrelationships between the capacities: multi-stakeholder ownership, context-driven planning, coordination risk assessment, instrumental political support, and institutional support. The findings suggest that the set of skills and resources necessary for
This paper proposes to integrate disparate notions of governance capacity by adopting a resource-... more This paper proposes to integrate disparate notions of governance capacity by adopting a resource-based view of capacity. Governance capacity can be defined as the set of organizational and systemic resources necessary to make sound policy choices and implement them effectively. Adopting this definition allows for a more nuanced conceptualization of capacity as comprised of three essential dimensions – analytical, operational and political. In order to operationalize this resource-based definition, we identified a fundamental set of resources that are institutionalized, mission-critical and promotive of dynamic learning since not all resources can form part of capacity. This set of resources can easily be evaluated using secondary data at the policy sub-system level but no equivalent tool exists to analyze organizational capacities. To address this gap, we developed a survey instrument to measure the multi-dimensional nature of organizational policy capacity.
The process of global city formation remains poorly understood and existing literature points to ... more The process of global city formation remains poorly understood and existing literature points to either the transnational economic class or the bureaucratic-political elites as the lead actor in the integration of these cities to the global economy. But global city formation can be seen as a product of a private-public partnership, whereby various state and non-state actors play a role in the ability of the city to claim global city-hood. This paper examines an emerging urban megaproject in a developing country, The Entertainment City, to explicate the roles actors play in global city formation. It finds that in such emerging global cities, the national government has shown greater efficiency in the design and implementation of a global city vision. Private, non-state actors are engaged as the main instrument to link up to the global economy while local governments act as the 'enablers' providing the ideal environment for these private firms to operate in. The paper derives some implications by identifying a gap in the incorporation of social welfare planning in urban development.
The past 30 years witnessed massive shifts in administrative systems all over the world, but the ... more The past 30 years witnessed massive shifts in administrative systems all over the world, but the literature lacks consensus on how to successfully carry out reforms. In Asia, the diversity of economic advancement and varying roles of the bureaucracy in society offer a unique opportunity to examine different approaches to administrative reform. Based on this diverse experience, capacity has emerged as a universal area of concern in administrative reform, particularly for developing Asia. As Farazmand (2002) noted, reforms in developing countries " may involve a number of structural and process changes and improvements…by building the technical, professional, and administrative management capacity ". These capacities remain poorly studied, and little research has been done to guide policymakers on how to conduct administrative reform. This study seeks to fill this gap by conducting a qualitative analysis of 20 Project Validation Reports (PVRs) of Asian Development Bank (ADB) projects tagged as Public Sector Management. PVRs are independently verified versions of a project's achievements of outputs/outcomes by operations staff. These were coded and analyzed to explore the nature of how capacity is embedded into the discourse of administrative reform in development projects financed by international financing institutions (IFIs), like the ADB. It does this by answering the following specific research questions: How is the concept of capacity important in administrative reform? What are the critical capacities typically identified as contributory to the success or failure of administrative reform? By refracting ADB's experiences in managing such projects through the lens of capacity, a set of skills and resources critical for administrative reform was derived and categorized as analytical capacity, operational capacity, or political capacity. Cluster analysis identified five clusters that represented the interrelationships between the capacities: multi-stakeholder ownership, context-driven planning, coordination risk assessment, instrumental political support, and institutional support. The findings suggest that the set of skills and resources necessary for
This paper proposes to integrate disparate notions of governance capacity by adopting a resource-... more This paper proposes to integrate disparate notions of governance capacity by adopting a resource-based view of capacity. Governance capacity can be defined as the set of organizational and systemic resources necessary to make sound policy choices and implement them effectively. Adopting this definition allows for a more nuanced conceptualization of capacity as comprised of three essential dimensions – analytical, operational and political. In order to operationalize this resource-based definition, we identified a fundamental set of resources that are institutionalized, mission-critical and promotive of dynamic learning since not all resources can form part of capacity. This set of resources can easily be evaluated using secondary data at the policy sub-system level but no equivalent tool exists to analyze organizational capacities. To address this gap, we developed a survey instrument to measure the multi-dimensional nature of organizational policy capacity.
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resources necessary to make sound policy choices and implement them effectively. Adopting this definition allows for a more nuanced conceptualization of capacity as comprised of three essential
dimensions – analytical, operational and political. In order to operationalize this resource-based definition, we identified a fundamental set of resources that are institutionalized, mission-critical and promotive of dynamic learning since not all resources can form part of capacity. This set of resources can easily be evaluated using secondary data at the policy sub-system level but no equivalent tool exists to analyze organizational capacities. To address this gap, we developed a survey instrument to measure the multi-dimensional nature of organizational policy capacity.
resources necessary to make sound policy choices and implement them effectively. Adopting this definition allows for a more nuanced conceptualization of capacity as comprised of three essential
dimensions – analytical, operational and political. In order to operationalize this resource-based definition, we identified a fundamental set of resources that are institutionalized, mission-critical and promotive of dynamic learning since not all resources can form part of capacity. This set of resources can easily be evaluated using secondary data at the policy sub-system level but no equivalent tool exists to analyze organizational capacities. To address this gap, we developed a survey instrument to measure the multi-dimensional nature of organizational policy capacity.