Professor Oliver James
Publications
Books
with C Hood, B Peters, C Scott, Controlling Modern Government: Variety, Commonality and Change, Cheltenham, Edward Elgar, 2004.
The Executive Agency Revolution in Whitehall: Public Interest versus Bureau-shaping Perspectives, Palgrave Macmillan, 2003.
Chapters
Prisons: Varying Oversight and Mutuality, Much Tinkering, Limited Control, in Controlling Modern Government: Variety, Commonality and Change, Edward Elgar, 2004
US Federal Prisons: Bureau Family Mutuality in the Government of Strangers, in Controlling Modern Government: Variety, Commonality and Change, Edward Elgar, 2004
and Wales: Combining Oversight with Public-private Competition, in Controlling Modern Government: Variety, Commonality and Change, Edward Elgar, 2004
Executive Agencies and Joined-up Government in the UK, in Unbundled Government: A Critical Analysis of the Global Trend to Agencies, Quangos and Contractorisation, Edward Elgar, 2003
Executive Agencies and Joined-up Government in the UK, in Unbundled Government: A Critical Analysis of the Global Trend to Agencies, Quangos and Contractorisation, Edward Elgar, 2003
Executive Agencies and ‘Modernising Government’’, in Modernising Government, Edward Elgar, 2003
'Executive Agencies and Joined-up Government in the UK', in Pollitt C,Talbot C (eds) Unbundled Government: A Critical Analysis of the Global Trend to Agencies, Quangos and Contractorisation, London: Routledge, 2003
'Executive Agencies and 'Modernising Government: 'Regulated Partnerships in Britain', in Ahn B,Halligan J,Wilks S (eds) Reforming Public and Corporate Governance, Cheltenham: Edward Elgar, 2002, 61-82
Bureaucratic Gamekeeping: Regulation of UK Public Administration 1976-96, in Transforming British Government Vol 1, , 2000
with C Hood, The Central Executive, in DEvelopments in British Politics 5, Macmillan, 1997
with C Hood, The Central Executive, in DEvelopments in British Politics 5, Macmillan, 1997
with G Boyne, P John, N Petrovsky, ‘What if public management reform actually works? The paradoxical success of performance management in English local government’, in Paradoxes of Modernization: Unintended Consequences of Public Policy Reform, Cambridge University Press
with G Boyne, N Petrovsky, P John, Change at the top: connecting political and managerial transitions with performance, in Walsh et al K (eds) Connecting Knowledge and Performance in Public Services: From Knowing to Doing, Cambridge University Press
with S Van Thiel, Structural devolution to agencies, in Christensen T,Legreid P (eds) The Ashgate Research Companion to New Public, Ashgate
The British Central State, in The Oxford Handbook of British Politics, Oxford University Press
Beyond the ‘New Public Management’: Regulated Partnerships in Britain, in Halligan J,Wilks S (eds) Reforming Public and Corporate Governance, 2002: Edward Elgar
Internet publications
Evaluating the Expectations Disconfirmation and Expectations Anchoring Approaches to Citizen Satisfaction with Local Public Services, , 2007 DOI
Public Management at the Ballot Box: Performance Information and Electoral Support for Incumbent English Local Governments, , 2006 Full Article DOI
Journal articles
Performance Measures and Democracy: Information Effects on Citizens in Field and Laboratory Experiments, J PUBL ADM RES THEOR, vol. 21, no. 3, 2011, 399-418 DOI
CITIZENS’ EXPECTATIONS OF PUBLIC SERVICE PERFORMANCE: EVIDENCE FROM OBSERVATION AND EXPERIMENTATION IN LOCAL GOVERNMENT, Public Administration, vol. 89, 2011
with G Boyne, P John, N Petrovsky, LEADERSHIP SUCCESSION AND ORGANIZATIONAL SUCCESS: WHEN DO NEW CHIEF EXECUTIVES MAKE A DIFFERENCE, Public Money and Management, vol. 31, no. 5, 2011
with GA Boyne, P John, N Petrovsky, Does Public Service Performance Affect Top Management Turnover?, J PUBL ADM RES THEOR, vol. 20, 2010, I261-I279 DOI
with D Wilson, Standards of evidence in the comparison of public service performance, Evaluation, no. 1, 2010, 5-12
with GA Boyne, P John, N Petrovsky, DOES POLITICAL CHANGE AFFECT SENIOR MANAGEMENT TURNOVER? AN EMPIRICAL ANALYSIS OF TOP-TIER LOCAL AUTHORITIES IN ENGLAND, PUBLIC ADMIN, vol. 88, no. 1, 2010, 136-153 DOI
with G Boyne, P John, N Petrovsky, Does Political Change Affect Senior Management Turnover? An Empirical Analysis of Top-tier Local Authorities in England, Public Administration, vol. 86, 2009 DOI
with G Boyne, P John, N Petrovsky, Democracy and government performance: holding incumbents accountable in English local governments, Journal of Politics, vol. 71, no. 4, 2009
Evaluating the Expectations Disconfirmation and Expectations Anchoring Approaches to Citizen Satisfaction with Local Public Services, Journal of Public Administration Research and Theory, vol. 19, no. 1, 2009, 107-124
with GA Boyne, P John, N Petrovsky, Executive succession in English local government, PUBLIC MONEY MANAGE, vol. 28, no. 5, 2008, 267-274
with P John, Public Management at the Ballot Box: Performance Information and Electoral Support for Incumbent English Local Governments, Journal of Public Administration Research and Theory, vol. 17, no. 4, 2007, 567-580 DOI
Agencies: How governments do things through semi-autonomous organizations., J PUBL ADM RES THEOR, vol. 16, no. 1, 2006, 143-145 DOI
with A Boin, M Lodge, 'The New Public Management ‘Revolution’ in Political Control of the Public Sector: Promises and Outcomes in Three European Prison Systems', Public Policy and Administration, vol. 21, no. 2, 2006, 81-100
The rise of regulation of the public sector in the United Kingdom, SOCIOL TRAV, vol. 47, no. 3, 2005, 323-339 DOI
The politics of quasi-government: Hybrid organisations and the dynamics of bureaucratic control, PUBLIC ADMIN, vol. 83, no. 2, 2005, 529-531
Multi-level governance, WEST EUR POLIT, vol. 28, no. 3, 2005, 687-689
The politics of regulation: Institutions and regulatory reforms for the age of governance, WEST EUR POLIT, vol. 28, no. 3, 2005, 687-689
The UK Core Executive's Use of Public Service Agreements as a Tool of Governance, Public Administration, vol. 82, no. 2, 2004, 397-419 DOI
with K Dowding, Analysing bureau-shaping models: Comments on Marsh, Smith and Richards, BRIT J POLIT SCI, vol. 34, 2004, 183-189
‘The Limitations of Policy Transfer and Lesson Drawing for Contemporary Public Policy Research’, Political Studies Review, vol. 1, no. 2, 2003, 179-193
'Editorial: Understanding the Europeanisation of Public Policy', Public Policy and Administration, vol. 17, no. 2, 2002, 1-3
Transparency in public policy: Great Britain and the United States, PUBLIC ADMIN, vol. 80, no. 2, 2002, 403-405
Business Models and the Transfer of Business-like Central Government Agencies, Governance, vol. 14, no. 2, 2001, 233-252 DOI
Regulating public utilities: a constitutional approach, POLIT STUD-LONDON, vol. 49, no. 1, 2001, 157-157
The new management of British local governance., WEST EUR POLIT, vol. 24, no. 1, 2001, 238-239
Cities in contemporary Europe., WEST EUR POLIT, vol. 24, no. 1, 2001, 238-239
The new politics of British local governance., WEST EUR POLIT, vol. 24, no. 1, 2001, 238-239
'Evaluating Executive Agencies in UK Government', Public Policy and Administration, vol. 16, no. 3, 2001, 24-52
'New Public Management in the UK: Enduring Legacy or Fatal Remedy?, International Review of Public Administration, vol. 6, no. 2, 2001, 19-37
The study of regulation: Entering a mid-life crisis? A review article, PUBLIC ADMIN, vol. 78, no. 1, 2000, 241-244
with C Hood, C Scott, Regulation of government: Has it increased, is it increasing, should it be diminished?, PUBLIC ADMIN, vol. 78, no. 2, 2000, 283-304
Regulation inside government: Public interest justifications and regulatory failures, PUBLIC ADMIN, vol. 78, no. 2, 2000, 327-343
with G Boyne, P John, N Petrovsky, Party control, party competition and public service performance, British Journal of Political Science
with N Manning, Public Management Reform, Politics, 143-149
Performance Measures and Democracy: Information Effects on Citizens in Field and Laboratory Experiments, Journal of Public Administration Research and Theory, vol. Advanced access: Oct 21st 2, doi: 10.1093/jopart/ DOI
with C Hood, C Scott, T Travers, G Jones, 'Regulation inside Government: Where the Audit Explosion Meets the New Public Management', Public Money and Management, vol. 18, no. 2, 61-68
with C Hood, R Parry, Reinventing the Treasury, Public Administration, vol. 75, no. 3, 395-415
with G Boyne, P John, N Petrovsky, Top Management Turnover and Organizational Performane: A Test of a Contingency Model, Public Administration Review, vol. 71, no. 4, 572-581
with A Moseley, Vertical tools for stimulating local collaboration: assessing central state steering capacity with evidence from services for homeless people in England, Public Organization Review, vol. 8, no. 1, 117-136
with C Dunlop, Principal-agent modelling and learning: the European Commission, experts and agricultural hormone growth promoters, Public Policy and Administration, vol. 22, no. 4, 403-422
Explaining the Next Steps Reform, Political Studies, vol. 43, no. 4, 614-629
Performance Measures and Democracy: Information Effects on Citizens in Field and Laboratory Experiments, Journal of Public Administration Research and Theory, vol. doi:10.1093/jopart/muq057, no. doi:10.1093/jopart/muq057, 1-20
Reports
Standards of Evidence for the Accountability of Public Managers
