Visual Process Support to Assist Users in Policy Making

Advances in Electronic Government, Digital Divide, and Regional Development - Handbook of Research on Advanced ICT Integration for Governance and Policy Modeling ◽

10.4018/978-1-4666-6236-0.ch009 ◽

2014 ◽

pp. 149-162 ◽

Cited By ~ 3

Author(s):

Dirk Burkhardt ◽

Kawa Nazemi ◽

Jörn Kohlhammer

Keyword(s):

Policy Making ◽

Current Phase ◽

New Approach ◽

Visual Process ◽

Process Support ◽

Policy Making Process ◽

Visualization Tools

The policy making process requires the involvement of various stakeholders, who bring in very heterogeneous experiences and skills concerning the policymaking domain, as well as experiences of ICT solutions. Current solutions are primarily designed to provide “one-solution-fits-all” answers, which in most cases fail the needs of all stakeholders. In this chapter, the authors introduce a new approach to assist users based on their tasks. Therefore, the system observes the interaction of the user and recognizes the current phase of the policymaking process and the profile of the user to assist him more sufficiently in solving his task. For this purpose, the system automatically enables or disables supporting features such as visualization, tools, and supporting techniques.

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Positive Reintegration as a Way of Small and Medium-Sized Business Development

Voprosy Ekonomiki ◽

10.32609/0042-8736-2012-6-83-88 ◽

2012 ◽

pp. 83-88

Author(s):

A. Zolotov ◽

M. Mukhanov

Keyword(s):

Policy Implementation ◽

Policy Making ◽

Economic Reforms ◽

Alternative Possibility ◽

New Approach ◽

Compensation Mechanisms ◽

Policy Making Process ◽

Monitoring And Enforcement ◽

The Subject ◽

Modernization Process

А new approach to policy-making in the field of economic reforms in modernizing countries (on the sample of SME promotion) is the subject of this article. Based on summarizing the ten-year experience of de-bureaucratization policy implementation to reduce the administrative pressure on SME, the conclusion of its insufficient efficiency and sustainability is made. The alternative possibility is the positive reintegration approach, which provides multiparty policy-making process, special compensation mechanisms for the losing sides, monitoring and enforcement operations. In conclusion matching between positive reintegration principles and socio-cultural factors inherent in modernization process is provided.

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How can universities contribute to regional competitiveness policy-making?

Competitiveness Review An International Business Journal incorporating Journal of Global Competitiveness ◽

10.1108/cr-11-2018-0071 ◽

2020 ◽

Vol 30 (2) ◽

pp. 101-117

Author(s):

Mari Jose Aranguren ◽

Edurne Magro

Keyword(s):

Policy Implementation ◽

Policy Making ◽

Regional Competitiveness ◽

New Approach ◽

Content Type ◽

Anchor Institutions ◽

Implementation Approach ◽

Policy Making Process ◽

Multiple Domain

Purpose This paper aims to contribute to understanding regional competitiveness policy-making and the role academic organisations can play in that process. Competitiveness policies have evolved in the past decades from a single to a multiple-domain field, which has made the policy-making process more complex by adding more actors with their particular experience and view. This complexity, together with the relevance of overcoming traditional policy implementation failures, pleads for a new approach to competitiveness policy-making, in which academic organisations can act as “anchor institutions”. This framework is based on the adaptive implementation concept. Design/methodology/approach The paper uses the Basque case to analyse the role of universities in competitiveness policy-making and focuses on a specific academic organisation, which has contributed through different projects to regional policy-making. Evidences from those projects through different policy phases are included in the case. Findings The case shows how academic organisations might play a key role in fostering an adaptive implementation approach in competitiveness policy-making at the regional level and which specific characteristics these organisations should develop to fulfil this role. Originality/value This paper brings together two important issues for regional competitiveness: the importance of policy implementation and the particular role of engaged universities in such a process.

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A Policy Network Analysis on the Policy-Making Process of the After-Schools

Korea University Institute of Educational Research ◽

10.24299/kier.2018.31.3.99 ◽

2018 ◽

Vol 31 (3) ◽

pp. 99-118

Author(s):

Min kyoung Kim ◽

Yeong mo Jeong

Keyword(s):

Network Analysis ◽

Policy Making ◽

Policy Network ◽

Policy Making Process

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A Study on the Policy-making Process of the Three Kindergarten Bills: Focusing on Fast Track Systems and the Devil Shift

Korean Policy Studies Review ◽

10.33900/kaps.2020.29.3.5 ◽

2020 ◽

Vol 29 (3) ◽

pp. 135-171

Author(s):

Jeong Ho Yoo ◽

Yunju Yang ◽

Ji Hye Choi ◽

Seung Taek Lee ◽

Rosa Minhyo Cho

Keyword(s):

Policy Making ◽

Fast Track ◽

Policy Making Process ◽

The Devil

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Interest group participation in the policy-making process : pipeline decision 1977

10.22215/etd/1980-13154 ◽

1980 ◽

Author(s):

Eleanor Jamieson-Clark

Keyword(s):

Interest Group ◽

Policy Making ◽

Group Participation ◽

Policy Making Process

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The Dual Executive

10.11126/stanford/9780804799973.001.0001 ◽

2017 ◽

Cited By ~ 10

Author(s):

Michelle Belco ◽

Brandon Rottinghaus

Keyword(s):

Policy Making ◽

Political System ◽

Government Support ◽

The Political ◽

Government Function ◽

Dual Roles ◽

System P ◽

Policy Making Process

The president serves dual roles in the political system: one who “commands” by pursuing his or her agenda using unilateral orders and one who “administers” and who works to continue proper government function, often with the support of Congress. In a reassessment of the literature on unilateral power, this book considers the president’s dual roles during the stages of the policy-making process. Although presidents may appear to act “first and alone,” the reality is often much different. Presidents act in response to their own concerns, as well as assisting Congress on priorities and the need to maintain harmonic government function. The authors find support for both the model of an aggressive president who uses unilateral orders to push his or her agenda, head off unfavorable congressional legislation, and selectively implement legislation, and they find support for a unifying president who is willing to share management of government, support Congressional legislative efforts, and faithfully implement legislation. At the same time, presidents self-check their actions based on the ability of Congress to act to overturn their orders, through a shared sense of responsibility to keep government moving and out of respect for the constitutional balance. The shared nature of unilateral orders does not preclude an active president, as presidents remain strong, central actors in the political system.

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