Despite having fought for their bare survival against hostile foreigners, after finally reaching their independence and international recognition in 1991–1992, paradoxically, even before fully assuming statehood Slovenians were eager to engage in yet another international integration—the European Union. This historical and societal wager, rather than merely political elites’ driven perspective, dominates as the prevailing reason for pursuing European Union (EU) membership; thus security assurance to a small geopolitically transit state, economic benefits of a larger common market in conditions of economic globalization, and cultural proximity of Slovenian to European society explain Slovenian general identity-related elements favoring membership in the EU. There is also a more immediate time-space related explanatory factor for this, namely, the collapsing of the socialist Yugoslavia starting by the end 1980s and a view of assuring the democratic political life and market-lead economy via integration with Western European countries rather than South Slavic nations or following other alternative scenarios like full liberalization with all partners’ strategy. Authors critically evaluate where and why during the effort of becoming an EU member state and performing excellently as one during the first four years, the state fell short of capability-building and/or seizing the opportunities of EU membership. As the latter has been most brutally exposed via the effects of the 2008–2014 economic and financial crisis, of key importance for Slovenians before the COVID-19 crisis stood a self-reflection of its development strategy and enhancing competitiveness. A novel problem introduced by the 2020–2022 government and revealed to the European and international public during the Slovenian 2021 Presidency to the Council of the EU was the country’s rapidly deteriorating performance in implementation of until-then unequivocal engagement toward EU values, particularly liberal democracy, rule of law, freedom of speech, and observation of human rights.. After the April 2022 general election, in which liberal democratic and social parties won a large majority, the central challenge remains how to overcome the small state hindrances and more effectively formulate and project national interest to the EU level. Some of the main questions of national interest within the EU concern assurance of social security to citizens; upgrading economic union to face more effectively global challenges, especially digitalization, the green transition, and interstate solidarity; refreshing enlargement policy for the remaining Western Balkans non-member states; and re-establishing Slovenian participation in the group of core states leading the European integration.
Article
Slovenia and the European Union
Ana Bojinović Fenko and Marjan Svetličič
Article
Social Capital and Democracy in Africa
Richard Asante
Social capital is a slippery concept that signifies different things for different authors, and its uses are not always consistent. Despite this lack of consensus, most scholars agree on its basic idea: “it’s not what you know, it’s who you know.” Participation or membership in social networks and voluntary organizations creates norms and values such as trust, cooperation, and reciprocity that lead to productive state, institutional performance, and democratic communities. Social interactions and connections expand access to information and political ideas, nurture active citizens, stimulate individual participation in politics, collective decision-making, and policy formulation, which increase governmental accountability. In recent years, civil society actors in Africa have been emboldened to build social capital in response to restrictions and attacks on civil and political liberties, creeping authoritarianism, constitutional manipulations, and lack of governmental accountability. However, there are formidable challenges to generating social capital due to the character of civil society, its structural weaknesses and internal contradictions, socio-cultural factors, and limitations from the state.
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Social Complexity, Crisis, and Management
Emery Roe
Because social complexity is rarely defined beforehand, social science discussions often default to natural language concepts and synonyms. Assert a large sociotechnical system is complex or increasingly complex, and notions are triggered of many unknowns, out-of-sight causal processes, and a system difficult to comprehend fully. These terms intimate the potential for, if not actuality of, catastrophes and their unmanageability in the sociotechnical systems. It is not uncommon to find increasing social complexity credited for the generation or exacerbation of major crises, such as nuclear reactor accidents and global climate change, and the need to manage them better, albeit the crises are said to be far more difficult to manage because of the complexity.
The costs of leaving discussions of “complexity, crisis, and management” to natural language are compared here to the considerable benefits that accrue to analysis from one of the few definitions of social complexity developed and used during the past 40 years, that of political scientist Todd R. La Porte. Understanding that a large sociotechnical system is more or less complex depending on the number of its components, the different functions each component has, and the interconnections (including interdependencies) among functions and components highlights key issues that are often missed within the theory and practice of large sociotechnical systems, including society’s critical infrastructures. Over-complexifying the problems and issues of already complex systems, in particular, is just as questionable as oversimplifying that complexity for policy and management purposes.
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Social Media in Emergency Management
Clayton Wukich
Social media applications such as Facebook and Twitter enable the rapid transmission of public warning messages in the event of a disaster. This augments traditional channels such as television and radio and may indeed save lives. The interactive nature of social media enables other types of information exchange beyond the one-way broadcast of warnings and guidance that has long characterized risk communication. Authorities monitor social media data for situational awareness, and they can solicit input from the public and engage in more deliberative conversations. In turn, the public initiates communication by asking questions, providing input, and requesting help. They expand the reach of official messages by sharing with friends and followers. Therefore, from an emergency management perspective, social media applications can disrupt the traditional one-way mode of communication and improve the efficacy of efforts to communicate risk. Research from across academic disciplines (e.g., computer science, communication, information systems, public administration, and sociology) illustrates: (a) the need for social media in emergency management; (b) the related benefits of use; and (c) the best practices used to attain those benefits. This offers a roadmap for authorities to effectively implement social media in their organizations while avoiding potential pitfalls.
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South Korea and the European Union
Sunghoon Park
Since the inauguration of the official diplomatic relationship between Korea and the European Union (EU) in 1963, the bilateral relations have continuously upgraded, to reach the status of a Strategic Partnership in 2010, which is supported by three key agreements—the Framework Agreement, the Free Trade Agreement (FTA) and the Framework Participation Agreement. The bilateral relationship has undergone profound changes around the mid-1980s, transforming it from an economy-focused and one-sided preferential relationship to a comprehensive and more equal partnership. Among others, the 2000s have been most dynamic and productive in upgrading the Korea–EU bilateral relationship. Not only EU’s policy initiatives such as the “Global Europe” strategy, but also Korea’s aspiration to play an increasingly important leadership role in regional and global arena have been instrumental in instituting the strategic partnership between Korea and the EU. Considering the past trajectory and recent development, the Korea–EU relationship appears to have a bright future. Stronger policy dialogues and common efforts, especially in climate change and energy, education and culture, and international development cooperation, are needed to make the bilateral relationship more meaningful and commensurate to the weight of the two parties in the global politics and economy.
Article
The Special Role of Religion in LGBT-Related Attitudes
Abigail Vegter and Donald P. Haider-Markel
Religious tradition and religiosity affect attitudes toward LGBT people, their rights, and their position within religious communities. There is significant variability within the American context concerning how religious traditions approach issues related to sexuality and gender identity, with monotheistic religions holding more conservative positions. These positions and the elites who hold them often influence the attitudes of their congregants, but not always, as some congregations diverge from the official positions of their denominations in terms of attitudes toward LGBT rights, religious leadership, and congregational membership. As the religious landscape is consistently changing in terms of attitudes toward sexual minorities, understanding the special role of religion in LGBT-related attitudes remains important and an area ripe for future scholarship.
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State-Owned Enterprises: Structures, Functions, and Legitimacy
Ian Thynne
State-owned enterprises are significant features of, and contributors to, the development and management of economies and communities around the globe. Their structures, the functions allocated to them, and the legitimacy of their activities, along with their privatization by divestment, are fundamental to the efficacy of government and governance. Critical issues in their existence and work include the design and choice of structures, the dispersal and performance of functions, and the securing and maintenance of legitimacy. How they fare, and how they are assessed and judged, are of immediate relevance to their continued use, change, and reform. Accordingly, they must be, and remain, important focuses of research, analysis and action.
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Storytelling and Narrative Research in Crisis and Disaster Studies
Alessandra Jerolleman
Storytelling is a common and pervasive practice across human history, which some have argued is a fundamental part of human understanding. Storytelling and narratives are a very human way of understanding the world, as well as events, and can serve as key tools for crisis and disaster studies and practice. They play a tremendously important role in planning, policy, education, the public sphere, advocacy, training, and community recovery. In the context of crises and disasters, stories are a means by which information is transmitted across generations, a key strategy for survival from non-routine and infrequent events. In fact, the field of disaster studies has long relied on narratives as primary source material, as a means of understanding individual experiences of phenomena as well as critiquing policies and understanding the role of history in 21st-century levels of vulnerability. Over the past several decades, practitioners and educators in the field have sought to use stories and narratives more purposefully to build resilience and pass on tacit knowledge.
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Strategic Management in Public Administration
John Bryson and Bert George
Strategic management is an approach to strategizing by public organizations or other entities that integrates strategy formulation and implementation, and typically includes strategic planning to formulate strategies, ways of implementing strategies, and continuous strategic learning. Strategic management can help public organizations or other entities achieve important goals and create public value.
Strategy is what links capabilities and aspirations. Four broad types of strategists (as individuals, teams, organizations, and collaborations) in public administration exist: the reactor (low aspirations, low capabilities), the dreamer (high aspirations, low capabilities), the underachiever (low aspirations, high capabilities) and the savvy strategist (high aspirations, high capabilities).
There are eight approaches to strategic planning. More comprehensive process approaches include those influenced by the Harvard Policy Model, logical incrementalism, and stakeholder management. More partial process approaches include strategic negotiations, strategic issues management, and strategic planning as a framework for innovation. Finally, two content approaches also exist, namely, portfolio and competitive forces analyses.
Seven approaches to strategic management systems can be discerned. These include: the integrated units of management approach (or layered or stacked units of management), strategic issues management approach, contract approach, collaboration approach (including the lead organization, shared governance, and network administrative organization approaches), portfolio management approach, goal or benchmark approach, and hybrid approaches.
Strategic planning and management are approaches to identifying and addressing challenges. Neither is a single invariant thing but is instead a set of concepts, processes, procedures, tools, techniques, and practices (and structures in the case of strategic management systems) that must be drawn on selectively and adapted thoughtfully and strategically to specific contexts if they are to help produce desirable results. While there are a variety of generic approaches to both, the boundaries among them are not necessarily clear, and strategic planning and management in practice are typically hybridic. Research is accumulating about which approaches to strategic planning and management work under which circumstances, how, and why, but much work remains to be done.
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Street-Level Bureaucrats: Discretion and Compliance in Policy Implementation
Tony Evans
In 1980 Michael Lipsky published “Street-level Bureaucracy,” arguing that public policy is often vague and imprecise, and relies on frontline workers to make sense of it on the ground in delivering public services. At the same time, the book is critical of frontline workers for not complying with policy in their use of discretion. Lipsky’s approach has influenced a great deal of subsequent analysis of public service provision, but continues to contain an unresolved tension at its core. If policy is vague, how can discretion be judged non-compliant against it? The street-level bureaucracy approach has tended to seek to resolve this tension by assuming that all public services are fundamentally the same and that all public service workers should use discretion in a particular way. While street-level bureaucracies—front line public services—are similar in that they are subject to policies, operate under conditions of inadequate resources, and afford frontline workers discretion in their work, there are also significant differences between types of public services in the ways they work with policy and the nature and extent of discretion of staff delivering the service. Different services do different things; the nature of the policy they work with varies, and the logic of provision and priorities vary between services. Policy, for instance, may refer to a precise set of instructions, or to setting out particular concerns or broad-brush commitments. Some services, such as benefits provision, are specified in detailed policy which not only sets out what they can do but also how decisions should be made. Others services, such as policing, are subject to a range of policies and concerns often expressed as conflicting demands that have to be balanced and managed in the particular circumstances of their application. And others, mainly human services, are primarily thought of in terms what the professionals within provide, and assumes a logic of service provision to be located in those providing the service. Policy is sometimes more explicit and discretion narrower; it is sometimes looser and relies more on discretion. It may, in some circumstances, be sufficient to refer to policy to understand what services are supposed to do; in other circumstances, policy alone provides a poor picture of what’s expected.
Street-level bureaucracy analysis is too broad-brush and cannot capture the range of ideas of compliance in public services. It tends to equate policy with instruction and judgement with organizational thinking, and to see non-compliance as endemic in the use of discretion. In doing this, it fails to appreciate the variety of relationships between policy and public services; the varied extent of discretion in different settings, and the range of concerns and ethical commitments in different public services. Compliance in policy implementation needs to be sensitive to different types of public services and the subsequent variety of commitments and concerns of street-level bureaucrats in those public services.
Article
The Structure and Performance of African Electoral Commissions
Jørgen Elklit
Electoral commissions are organizations responsible for the conduct of elections and referendums. Their performance level is of paramount importance for the development of electoral integrity and democracy on the continent. In Africa, electoral commissions largely belong to what is usually termed the independent model of electoral management, i.e., the electoral commissions are formally independent from the executive and other government structures. However, there are also examples of the so-called governmental model, where the election-conducting agencies are embedded in the executive, as well as the mixed model, where one finds a country-specific mixture of the two other elements. It has become commonplace to use the generic term election management bodies (EMBs) to cover all three models, as they to a very considerable degree have the same functions and responsibilities in relation to election management.
African electoral commissions belonging to the independent model are a clear majority of electoral commissions on the continent and share important organizational features, i.e., a small policy-deciding commission, often filled with non-election experts, and a policy-implementing secretariat structured according to the tasks to be performed by the organization. However, the formal and structural similarities cover different realities on the ground, as African electoral commissions differ enormously in actual autonomy and performance. The usefulness of the traditional categorization of EMBs according to their formal independence and present data is unclear in light of the performance level of at least some African electoral commissions. African electoral commissions are assessed very differently by politicians, voters, and election observers.
Article
Subsidiarity as a Subject of Battle in European Union Politics
Kees van Kersbergen and Bertjan Verbeek
Since the Maastricht Treaty (1993), subsidiarity has guided the political process surrounding the distribution of competences between administrative layers in the European Union (EU). The EU’s subsidiarity regime affects the politics and governance of the EU, because the notion of subsidiarity allows for continuous negotiation over its practical use. The constant battle over subsidiarity implies that the notion changes its meaning over time and alters the power relations between different actors within the EU. Since the Lisbon Treaty (2009), subsidiarity has mainly strengthened the position of member states at the expense of the Commission.
Article
Survey Methods in Crisis Management
Scott E. Robinson and Junghwa Choi
Crisis management research has expanded to include a wide variety of research tools. Survey research has proven to be a useful tool for investigating key questions ranging from risk perception to the consequences of hazards. The context of crisis management presents particular demands on research tools including the deeply disruptive consequences of crises and the importance of place. Careful attention to question wording, sampling, the choice of survey mode, and ethical considerations should shape the design of survey research in crisis management.
Article
Technocratic Government and Economic Policy
Despina Alexiadou
The surge in the appointments of technocrats to the top economic portfolios of finance since the 2009 Great Recession, and even the formation of fully technocratic governments in Europe, raises questions regarding the role of technocrats and technocratic governments in economic policy in democracies. Who are the technocrats? Why are they appointed in the first place? What is their impact on economic policy, and finally what are their sources of policy influence?
Surprisingly, we know little about the role of technocrats in economic policy despite their prominent presence in Eastern Europe since the early 90s and in Latin America since the early 80s. Technocrats were behind major market-conforming reforms in Latin America with lasting economic and political effects in the region. Technocrats we also appointed in many former Eastern European countries to reform the system of production and the labor market. Yet, to this day, we have little systematic knowledge and even less cross-regional comparative work on the policy effects of technocratic appointments.
Moreover, the term “technocrat” itself does have a shared meaning and is not uniformly used by scholars across the European and American continents, further inhibiting the study of technocrat policymakers. This article seeks to advance the study of technocratic government by providing a clear definition of a technocrat and of technocracy more generally; by reviewing the extant literature on the role of technocrats in economic policy with a special focus on the sources of their policy influence and finally by proposing a theoretical framework for understanding the role of technocrats as policymakers.
Article
The Meta-Leadership Model for Crisis Leadership
Eric J. McNulty, Leonard Marcus, Jennifer O. Grimes, Joseph Henderson, and Richard Serino
Meta-leadership is a framework and practice method for broad, overarching leadership that meets the demands of modern organizations that have evolved beyond purely hierarchical structures and face complex crisis situations. The meta-leadership framework consists of three dimensions: the Person, or the characteristics and behaviors of the leader; the Situation, or the context in which the leader operates with its inherent challenges and contingencies; and Connectivity, the relationships and interconnections among the full range of stakeholders. Such an overarching model guides self-assessment by the leader, multidimensional analysis of the problem, and collective action to achieve a shared goal. It assists the leader in navigating complexity, understanding diverging perspectives, and recognizing opportunities to leverage overlapping interests as well as distinct capacities and capabilities among stakeholders in order to generate benefits for all. Using the dimensions as lenses for thinking and levers of action, the leader envisages and encourages cohesive efforts within the organization and encourages buy-in from potential external collaborators.
Meta-leaders take a systemic view, exercising formal authority as well as influence well beyond that authority, leading “down” to subordinates; “up” to superiors; “across” to peers; and “beyond” to entities outside of the organization. Encompassed within each dimension are leadership techniques and tools for navigating the difficulties of competing interests, framing solution sets to influence the trajectory of events, and maintaining order amidst seeming chaos. The desired outcome is a “swarm,” where autonomous entities operate in swift synchrony to address threats and seize opportunities, overcoming the limitations and confounds of a “command-and-control” approach amidst the confusion of crises. This evidence-based framework has been envisioned and refined by both interdisciplinary research and the pragmatic experience of crisis leaders and organizational executives. While well suited to the intense environment of crises, meta-leadership has also proven useful in everyday leadership in situations involving diverse stakeholders facing a shared challenge.
Article
The Myth of Disaster Myths
Benigno E. Aguirre
The term “disaster myth” was initially used as a rhetorical device to help establish the study and management of disasters on firmer ground in the often unwelcoming political context of the Cold War. In the aftermath of World War II, social science research and theorizing eventually supplanted a civil defense perspective of disaster management. Some of the “myths” (or inaccuracies) social scientists refuted centered on assumptions that disasters brought about an increase in crime, panic, psychological dependence and shock, looting, and price gouging. This new perspective adopted a pro-social view to explain the perceived lessening of crime in the immediate post-impact periods of disasters, for credible scholarship indicated that most persons who experienced disaster firsthand as victims became involved in helpful, accommodating behavior. As time went on, ever more topics were dismissed as “myths,” and the word became a term of opprobrium. The present-day use of myth to mean untruth occurs in many of the fields that are interested in the study of disasters, such as public policy, meteorology, economics, sociology, and public health. Nevertheless, this use reveals a profound lack of appreciation of the classical view of myths as the foundational basis of societies, where they provide justifications for rites and customs. The cumulative consequence of the term’s rise may be the narrowing of substantive matters that researchers consider worth pursuing, for one hitherto unforeseen effect of this rise is that the ever increasing number of disaster myths is very likely to discourage the research needed to establish the generalizability and validity of many of these and other knowledge claims. The popularity of the term myth influences research in disaster science even as it facilitates the lack of robust, reproducible empirical knowledge from studies in different developing societies and cultures. The result is that there are not enough cross-cultural tests of the empirical propositions in disaster studies, tests which could show that some of the myth claims lack validity. Moreover, in the absence of any cross-cultural empirical basis to sustain them, the unsubstantiated myth claims fall into stereotyping and perpetuate a self-serving ideology of professional expertise that interprets the viewpoints of others as misunderstandings, or “myths.” The widespread use of the word myth in disaster research shows dubious epistemological reasoning, for it ignores the technical aspects of myths as hypotheses, and the effects of time, counterfactuals, lack of content validity, and insularity, as well as the unmet need for replication.
Myths and disasters point to liminal states, to the experience of going through change and passing thresholds, in which both structure and identity are re-imagined. Admitting insufficiently examined myths into this research area is of great consequence because it could assist in the development of an interdisciplinary dialogue and more theoretically discerning approaches. Myths, a central topic for studies in anthropology, are valuable on their own terms, for their research—not as untruths but as essential parts of the world of symbols, beliefs, and ideologies—can guide theorizing and help in obtaining more incisive research findings in disaster studies.
Article
The Organizational Basis for Public Governance
Morten Egeberg and Jarle Trondal
An organizational approach to public governance focuses on the organizational architecture of public organizations and contributes to explaining governance processes by the organizational characteristics of such organizations. The dependent variable “public governance” is defined as the process through which the steering of society takes place. Such steering of society can unfold directly (“governance”) as well as indirectly (“meta-governance”), the latter denoting the process of organizing the apparatus within which governance happens. Governance is not only about making formal decisions, but also about agenda setting, development of alternative policy directions, implementation, and learning. In practice, it is about hammering out legislation, budgets, policy programs, and law application (“governance”), as well as organizing, staffing, and locating the machinery of government (“meta-governance”). Organization structure, organization demography, and organization locus make up the key independent variables. Such a partial model is not thought to provide a full account of what happens in governance processes, but the organizational factors are expected to intervene and bias governance processes systematically and significantly. Since these factors are, arguably, relatively amenable to deliberate change, they constitute at the same time potential design tools. However, rational organizational design also depends on knowledge about the conditions under which the organizational factors themselves may be changed (“meta-governance”). Knowledge about these two relationships is, arguably, ultimately a prerequisite for (rational) organizational design. Public organization literature has largely neglected theorizing meta-governance and conditions for institutional (re)design. Organizational factors may influence meta-governance in two ways: first, existing organization structures, demographics, and locations may affect reform processes; secondly, reform processes themselves may be deliberately organized on a temporary basis to achieve particular goals. Organization theory is helpful in dissecting how different ways of organizing reform processes may produce different reform trajectories and outcomes. The idea sees reform processes as decision-making processes that allocate attention, resources, capabilities, roles, and identities. Reform organizations have structures, demographics, and locations that distribute rights and obligations, power and resources, and normally do so unevenly. Yet, when considering organizational (re-)design, its limitations should be considered as well. Organizational designers might benefit from being aware of the potential stickiness of existing organizational arrangements and the influence of environmental demands, as well as temporal sorting of events. Moreover, the limits to design are greater in complex organizational orders with nested rules such as in nation states, meta-organizations, and supranational institutions such as the European Union, than in single organizations such as government ministries and agencies.
Article
The Principal–Agent Approach and Public Administration
Jan-Erik Lane
In the years since Ross published the article “The Economic Theory of Agency: The Principal’s Problem” in 1973, many publications have established the principal–agent framework as an interesting paradigm for the analysis of incentives in contracting, both short-term and long-term. The practice of public administration can be conceptualized from a principal–agent approach. New light can be shed on established arguments in the discipline of public administration by the key concepts of principal–agent interaction. In this context principal is used to describe the government responsible for legislation and policymaking in well-ordered societies, whereas the set of agents includes all organizations and people engaged in policy implementation: traditional departments, bureaus, public trading departments/public enterprises (using the vocabulary of New Public Management (NPM)), executive agencies, boards, quangos, and public joint stock corporations.
Article
The United States: Politicians, Partisans, and Military Professionals
Peter Feaver and Damon Coletta
The United States boasts an enviable record regarding the military’s role in politics: never a coup and never a serious coup attempt. However, this does not mean that the military always played only a trivial role in politics. On the contrary, as the Framers worried, it is impossible for a democracy to maintain a military establishment powerful enough to protect it in a hostile international environment without at the same time creating an institution with sufficient clout to be a factor in domestic politics.
The U.S. military’s political role has ebbed and flowed over the nearly 250 years of the nation’s history. The high-water mark of political influence came in the context of the gravest threat the country has faced, the Civil War, when the military enforced emergency measures approved by Congress, beyond the letter of the Constitution, including during Reconstruction when the military governed rebellious states of the former Confederacy. These were notable exceptions. For most of the 19th century, the military operated on the fringes of civilian politics, although through the Army Corps of Engineers it played a key role in state-building.
When the United States emerged as a great power with global interests, the political role of the military increased, though never in a way to directly challenge civilian supremacy. Today, the military wields latent political influence in part because of its enormous fiscal footprint and in part because it is the national institution in which the public express the highest degree of confidence. This has opened the door for myriad forms of political action, all falling well below the red lines that most concern traditional civil–military relations theory.
Military involvement in the American political system may be monitored and evaluated using a typology built around two columns that highlight the means of military influence—the first column is comprised of formal rules and institutions and the second encompasses the norms of military behavior with respect to civilian authority and civil society. While traditional civil–military relations theory focuses on military coups and coup prevention, theory based on this typology can help explain American civil–military relations, illuminating the warning signs of unhealthy friction under democratic governance and promoting republican vigilance at those moments when the U.S. military takes a prominent role and wades more deeply into domestic politics.
Article
Think Tanks and Policymaking
Hartwig Pautz
The study of think tanks brings together a range of academic disciplines and allows for multifaceted analyses, encompassing the concepts of ideas, institutions, influence, interests, and power. The literature on think tanks addresses a ubiquitous policy actor as think tanks have been around for a long time, especially in advanced liberal democracies. However, they have also become established actors in authoritarian regimes and in the developing world. Nowhere is their influence on policymaking or the public debate easy to pinpoint.
The definition of a think tank has been contested ever since the study of think tanks took off in the 1980s and 1990s. Some scholars have devised typologies around organizational form and output, with a focus on whether think tanks are openly partisan or rather emphasize their political and ideological neutrality; others propose that the think tank is not so much a clearly discernible organizational entity but rather should be seen as a set of activities that can be conducted by a broad range of organizations; others again see think tanks as hybrid boundary organizations operating at the interstices of different societal fields. What most scholars will agree on is that policy expertise is think tanks’ main output, that they seek to influence policymakers and the wider public, and that they try to do so via informal and formal channels and by making use of their well-connected position in often transnational policy networks encompassing political parties, interest groups, corporations, international organizations, civil society organizations, and civil service bureaucracies.
Think tanks’ main output, policy expertise either in the form of concrete proposals or “blue-skies thinking,” is underpinned by claims that it is “evidence-based.” The widely used positivist notion of “evidence-based policymaking” has been of benefit to think tanks as organizations that claim to “speak truth to power” by producing easily digestible outputs aimed at policymakers who profess to want evidence to make policy “that works.”
Think tanks are active at different “moments” in the policymaking process. John Kingdon’s agenda-setting theory of the multiple streams framework helps us understand think tanks as “policy entrepreneurs” who are most likely to have influence during the moments of problem framing, the search for policy solutions, and the promotion of specific solutions to policymakers and the public.
Think tank studies should take into account the relationship between the media and think tanks, and how this relationship impacts on whether think tanks succeed in agenda-setting and, thereby, influence policymaking. The relationship is symbiotic: journalists use think tanks to inform their work or welcome their contribution in the form of an opinion piece, while think tanks use the media to air their ideas. This relationship is not without problems, as some think tanks are in privileged positions with regards to media access while others barely ever cross the media threshold.
Think tanks are, in the 21st century, challenged by an “epistemic crisis.” This crisis consists of a loss of faith in experts and of information pollution and information overload. This development is both a risk and an opportunity for think tanks. Concerning the latter, policymakers increasingly need curators, arbiters, or filters to help them decide which information, data, and policy expertise to use in their decision-making processes.
