By Craig W. Thomas
Political scientists have lengthy been inquisitive about the strain among institutional fragmentation and coverage coordination within the U.S. paperwork. The literature is rife with examples of corporations competing with one another or announcing their independence, whereas cooperation is comparatively infrequent. this can be of specific significance in coverage parts akin to biodiversity, the place species, habitats, and ecosystems pass a variety of service provider jurisdictions.Bureaucratic Landscapes explores the purposes for the luck and failure of interagency cooperation, concentrating on a number of case reviews of efforts to maintain biodiversity in California. The booklet examines why public officers attempted to cooperate and the stumbling blocks they confronted, delivering oblique facts of coverage affects to boot. between different subject matters, it examines the function of courts in prompting enterprise motion, the position of clinical wisdom in organizational studying, and the emergence of latest associations to solve collective-action difficulties. outstanding findings comprise the the most important position of environmental court cases in prompting company motion and the unusually energetic position of the Bureau of Land administration in source upkeep.
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Extra info for Bureaucratic Landscapes: Interagency Cooperation and the Preservation of Biodiversity (Politics, Science, and the Environment)
While not a universal law, the managerial pursuit of autonomy is a sufficiently robust assumption to use as a foundation for constructing theory. It also has tremendous implications for the evolution of interagency relationships. Before delving into the idea of managerial autonomy and its implications, I first want to dispel the notion that there might be other things line managers desire more than autonomy. In this regard, the two prominent challengers are budgets and turf. In the case of budgets, Niskanen (1971: 38) provided the basic rationale, arguing that budgets can serve as a proxy for nearly all agency preferences.
In sum, budget-based hypotheses provide a poor empirical basis for developing a theory of managerial behavior within public agencies. There is very little direct evidence that supports the budget-maximization hypothesis, whether in its strong or weak forms, and there are several logical reasons why we should look for other explanations for what motivates line managers. “Turf” is another popular concept that has been used to explain the behavior of line managers, though it is analyzed differently than budgets are.
Put another way, 76 percent of all listed species did not occur anywhere in the Refuge System, and 87 percent of those that did found significant portions of their habitat outside the Refuge System. Thus, even if species are nominally protected within administrative parcels scattered across the landscape, agencies still need to coordinate their activities if they want to ensure habitat integrity. In the 1980s, scientists and resource managers increasingly recognized the disjunction between ecosystems and land ownership patterns.