RESILIENCE THINKING: LESSONS FOR
PUBLIC
ADMINISTRATION
ABCD PBi
RESILIENCE THINKING: LESSONS FOR
PUBLIC
ADMINISTRATION
Autor:
DUIT, ANDREAS
Assuntos:
Bureaucracy
;
Crisis intervention
;
Economic models
;
Public
administration
;
Trade
;
Values
É parte de:
Public
administration
(London), 2016-06, Vol.94 (2), p.364-380
Notas:
istex:FBCCF6F496D9CD2FD957CC7B73F9E0D4362BD575
ark:/67375/WNG-K2VGV7CW-V
ArticleID:PADM12182
Descrição:
The notion of resilience is rapidly gaining influence in
public
administration
practice and research, but a more comprehensive resilience research agenda in
public
administration
is yet to emerge. This article aims to clarify how experiences and potential contributions from social‐ecological resilience research can inform resilience studies in
public
administration
. By contrasting key components of the resilience paradigm and its policy prescriptions with established findings from
public
administration
research, a set of key shortcomings of social‐ecological resilience thinking are identified: (1) deterministic systems models; (2) simplified accounts of politics and policy; and (3) a lack of systematic and generalizable empirical studies. To avoid these shortcomings, it is suggested that
public
administration
resilience studies should explore multiple and competing models for how resilience can be generated; analyse trade‐offs between resilience and other values of
public
administration
; avoid systems theoretical resilience models; and apply the notion of resilience in areas beyond crisis management.
Editor:
Oxford, UK: Blackwell Publishing Ltd
Idioma:
Inglês