Advertisement

Public Organization Review

, Volume 7, Issue 3, pp 221–236 | Cite as

The Termination of Public Organizations: Theoretical Perspectives to Revitalize a Promising Research Area

  • Christian Adam
  • Michael W. Bauer
  • Christoph Knill
  • Philipp Studinger
Article

Abstract

While many studies deal with comparative public sector reform, the fundamental question of whether and to what extent states are actually able to abolish parts of their administrative structure remains untackled. Despite some efforts to solve this puzzle, the topic remains underestimated. This article identifies the main conceptual and theoretical problems associated with existent research on the termination of public organizations. Furthermore, the article systemizes various causal factors of termination into two broad dimensions: “organizational stickiness” and “political incentives.” Taken together, these constitute a typology, which is able to guide future empirical investigation of the termination of public organizations.

Keywords

Termination Public organizations Policy termination Administrative reform 

References

  1. Aldrich, H. E., & Auster, E. 1986. Even dwarfs started small: Liabilities of age and size and their strategic implications. In Aldrich, H. E. (ed.), Population Perspectives on Organizations: 29–60. Uppsala.Google Scholar
  2. Audretsch, D. 1995. Innovation, growth, and survival. International Journal of Industrial Organization, 13: 441–457.CrossRefGoogle Scholar
  3. Behn, R. D. 1976. Closing the Massachusetts public training schools. Policy Sciences, 7: 151–171.CrossRefGoogle Scholar
  4. Behn, R. D. 1978. How to terminate a public policy: A dozen hints for the would-be terminator. Policy Analysis, 4: 393–413.Google Scholar
  5. Bradley, V. J. 1976. Policy termination in mental health: The hidden agenda. Policy Sciences, 7: 215–224.CrossRefGoogle Scholar
  6. Brüderl, J., Preisendörfer, P., & Ziegler, R. 1996. Der Erfolg neugegründeter [sic] Betriebe: Eine empirische Studie zu den Chancen und Risiken von Unternehmensgründungen. Berlin.Google Scholar
  7. Cameron, J. M. (1978). Ideology and policy termination: Restructuring California’s mental health system. In May, J. V., Wildavsky, A. B. (Eds.). The Policy Cycle: 301–328. Beverly Hills: Sage.Google Scholar
  8. Carpenter, D., & Lewis, D. E. 2004. Political learning from rare events: Poisson inference, fiscal constraints, and the lifetime of bureaus. Political Analysis, 12: 201–232.CrossRefGoogle Scholar
  9. Daniels, M. R. 1995a. Implementing policy termination: Health care reform in Tennessee. Policy Studies Review, 14: 353–374.CrossRefGoogle Scholar
  10. Daniels, M. R. 1995b. Organizational termination and policy continuation: Closing the Oklahoma public training schools. Policy Sciences, 28: 301–316.CrossRefGoogle Scholar
  11. Daniels, M. R. 1997. Terminating public programs. An American political paradox. Sharpe: Armonk, New York.Google Scholar
  12. deLeon, P. (1978). Public policy termination: An end and a beginning. Policy Analysis, 4: 369–392.Google Scholar
  13. deLeon, P., & Hernandes-Quezada, J. M. 2001. The case of the international solidarity program in Mexico: A study in comparative policy termination. International Journal of Public Administration, 24: 289–309.CrossRefGoogle Scholar
  14. Downs, A. 1967. Inside bureaucracy. Boston: Little Brown.Google Scholar
  15. Frantz, J. 1992. Reviving and revising a termination model. Policy Sciences, 25: 175–189.CrossRefGoogle Scholar
  16. Frantz, J. 2002. Political resources for policy terminators. Policy Studies Journal, 30: 11–28.CrossRefGoogle Scholar
  17. Hannan, M. T., & Freeman, J. 1989. Organizational Ecology. Cambridge, MA: Harvard University Press.Google Scholar
  18. Harris, M. 2001. Policy termination: The case of term limits in Michigan. International Journal of Public Administration, 24: 323–339.CrossRefGoogle Scholar
  19. Kaufman, H. 1976. Are government organizations immortal? Washington: Brookings Institution.Google Scholar
  20. Kaufman, H. 1985. Time, change and organizations: Natural selection in a perilous environment. Chatham: Chatham House.Google Scholar
  21. Kieser, A. 2002. Evolutionstheoretische Ansätze. In Kieser, A. (Ed.). Organisationstheorien (5th ed): 253–285. Stuttgart: Kohlhammer.Google Scholar
  22. King, G., Keohane, R. O., & Verba, S. 1994. Designing social inquiry. Princeton, NJ: Princeton University Press.Google Scholar
  23. Kirkpatrick, S. E., Lester, J. P., & Peterson, M. R. 1999. The policy termination process. A conceptual framework and application to revenue sharing. Policy Studies Review, 16, 209–236.CrossRefGoogle Scholar
  24. Kuipers, S., & Boin, A. 2005. The life and death of public organizations: Revisiting the New Deal agencies. Paper presented at the 21st EGOS colloquium. Berlin: June 30–July 2.Google Scholar
  25. Lambright, W. H., & Sapolsky, H. M. 1976. Terminating federal research and development programs. Policy Sciences, 7: 199–213.CrossRefGoogle Scholar
  26. Lewis, D. E. 2002. The politics of agency termination: Confronting the myth of agency immortality. The Journal of Politics, 64: 89–107.CrossRefGoogle Scholar
  27. Lowi, T. J. (1979). The end of liberalism: The second republic of the United States. (2nd ed.). New York: Norton.Google Scholar
  28. Peters, G. B. 1998. Comparative politics: Theories and methods. Basingstoke: Macmillan.Google Scholar
  29. Peters, G. B. 2001. The politics of bureaucracy. (5th ed.). London: Routledge.Google Scholar
  30. Peters, G. B., & Hogwood, B. W. 1988. Births, deaths and marriages: Organizational change in the U.S. Federal Bureaucracy. The American Review of Public Administration, 18: 119–133.CrossRefGoogle Scholar
  31. Sato, H., & Frantz, J. E. 2005. Termination of the leprosy isolation policy in the US and Japan: Science, policy changes, and the garbage can model. BMC International Health and Human Rights 5, http://www.biomedcentral.com/1472-698X/5/3.
  32. Selznick, P. 1957. Leadership in administration: A sociological interpretation. Berkeley: University of California Press.Google Scholar
  33. Short, L. M. 1923. The development of national administrative organization in the United States. Baltimore: John Hopkins Press.Google Scholar
  34. Shu-Hsiang, H. 2005. Terminating Taiwan’s fourth nuclear power plant under the Chen Shui-bian administration. Review of Policy Research, 22: 171–186.CrossRefGoogle Scholar
  35. Shulsky, A. N. 1976. Abolishing the District of Columbia motorcycle squad. Policy Sciences, 7: 183–197.CrossRefGoogle Scholar
  36. Woywode, M. 1998. Determinanten der Überlebenswahrscheinlichkeit von Unternehmen: Eine empirische Überprüfung organisationstheoretischer und industrieökonomischer Erklärungsansatze. Baden–Baden: Nomos.Google Scholar

Copyright information

© Springer Science+Business Media, LLC 2007

Authors and Affiliations

  • Christian Adam
    • 1
  • Michael W. Bauer
    • 1
  • Christoph Knill
    • 1
  • Philipp Studinger
    • 1
  1. 1.Department of Politics and ManagementUniversity of KonstanzKonstanzGermany

Personalised recommendations