The Quest for Responsibility: Accountability and Citizenship in Complex OrganisationsCambridge University Press, 12 mrt 1998 - 252 pagina's The search for responsibility in complex organisations often seems an impossible undertaking. Adopting a multidisciplinary approach combining law, social science, ethics and organisational design, Mark Bovens analyses the reasons for this, and offers possible solutions. He begins by examining the problem of 'many hands' - because so many people contribute in so many different ways, it is very difficult to determine who is accountable for organisational behaviour. Four possible solutions - corporate, hierarchical, collective and individual accountability - are analysed from normative, empirical and practical perspectives. Bovens argues that individual accountability is the most promising solution, but only if individuals have the chance to behave responsibly. The book then explores the implications of this approach. What does it mean to be a 'responsible' employee or official? When is it legitimate to disobey the orders of superiors? What institutional designs might be most appropriate? |
Inhoudsopgave
Complex organisations and the quest for responsibility | 3 |
Public and private organisations | 5 |
The plan | 6 |
Complex organisations as corporate actors | 9 |
Complex organisations as corporate actors | 11 |
A new asymmetry in society | 15 |
Complex organisations as Chinese boxes | 19 |
Two concepts of responsibility | 22 |
Accountability of the whole and of its parts | 110 |
Ten excuses | 113 |
The impotence of private morality | 125 |
The demanding nature of responsibility | 132 |
Preconditions and possibilities | 134 |
Active responsibility | 141 |
Virtue citizenship in complex organisations | 143 |
Five conceptions of bureaucratic responsibility | 148 |
Two concepts of responsibility | 26 |
Passive responsibility | 28 |
Active responsibility | 32 |
Responsibility and the control of complex organisations | 38 |
Passive Responsibility | 43 |
Accountability the problem of many hands | 45 |
four models | 50 |
Corporate accountability the organisation as a person | 53 |
The complex organisation as a rational person | 58 |
The problem of prevention | 60 |
The limited rationality of complex organisations | 62 |
The lack of external insight | 64 |
The impotence of morality | 66 |
The limits of the law | 68 |
The organisation as a semiautonomous social field | 70 |
Corporate accountability and personal accountability | 72 |
Hierarchical accountability one for all | 74 |
Managers are outsiders | 75 |
the Achilles heel of the hierarchical model | 78 |
the Slavenburg affair | 80 |
The shortcomings of ministerial responsibility | 85 |
Amending hierarchical accountability | 89 |
Collective accountability all for one | 93 |
Internal and external collective accountability | 97 |
The overinclusiveness of collective accountability | 101 |
Conditions for collective accountability | 102 |
Individual accountability each for himself | 106 |
The organisation as a Gordian knot | 108 |
strict loyalty to superiors | 149 |
loyalty to conscience | 157 |
loyalty to peers | 160 |
loyalty to the profession | 161 |
loyalty to citizens | 163 |
Individual loyalty and employee responsibility | 165 |
Employee civil disobedience | 168 |
exit voice and loyalty | 172 |
resignation and refusal | 176 |
resignation | 177 |
a right to refuse | 181 |
Framing a limited right to refuse | 183 |
Voice whistleblowing and leaking | 190 |
The plight of whistIchlowers | 193 |
Justifying whistleblowing | 194 |
The effects of whistieblowing | 197 |
some American experiences | 201 |
Framing whistleblowing provisions | 206 |
The limits of the law | 212 |
Loyalty responsibility as a byproduct | 215 |
Tinkering with the structure | 216 |
Internal forms of voice | 220 |
Individual loyalty and organisational learning | 224 |
the quest for responsibility never ends | 228 |
References | 231 |
247 | |
249 | |
Overige edities - Alles bekijken
The Quest for Responsibility: Accountability and Citizenship in Complex ... Mark Bovens Geen voorbeeld beschikbaar - 1998 |
Veelvoorkomende woorden en zinsdelen
actions active actors adhocracies affair assignment basis Befehl ist Befehl behave behaviour Braithwaite bureaucratic calling to account chapter citizens civil disobedience civil servants Clive Ponting collective accountability companies complex organisations conception of responsibility conscience consequences Corporate Crime corporate risks Daniel Ellsberg decision disobedience effect employee citizenship Ermann and Lundman ethics example excuse extent external forms groupthink hands held to account hierarchical model important individual accountability individual functionaries individual model individual responsibility internal isation levels loyalty means ment minister model of accountability moral responsibility Moreover natural individuals natural persons Netherlands norms notion NRC Handelsblad objections obligations official one's organ parliament passive responsibility political position possible practice prevent problem processes of calling professional protection question reasons refusal resignation responsibility as virtue responsible conduct restricted result sanctions sense situation Slavenburg social someone structure tion various Whistleblowers Protection Act whistleblowing