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The purpose of this book launch speech is to introduce the book I author, Can Hong Kong exceptionalism last? Dilemmas of governance and public administration over five decades 1970s-2020 (2021). The book critically reviews the governance and public administration from 1970s to 2020, identifying strengths and capabilities as well as constraints and dilemmas.

The book is based on my decades of academic observations and personal political experience by interpreting and re-interpreting the Hong Kong journey, with reflections on past assumptions and raising new questions.

This book identifies five exceptional aspects: (a) Under British rule Hong Kong was governed as an atypical colony; (b) It was one of the Four Little Dragons as part of the East Asian Miracle; (c) In the 1990s, it was one of the regional pioneers in public sector reform; (d) The unique constitutional status of post-1997 Hong Kong as a Special Administrative Region (SAR) of China; (e) After reunification, the SAR government, though only semi-democratic, is checked by balancing and monitoring mechanisms no less vigorous than some developed democracies. It also examines various governance problems faced in the post-1997 period.

Hong Kong is again in times of uncertainty and volatility. The city has entered a ‘second transition’ after 2020, and it is undergoing a bigger test than in 1997. After reviewing the past, I opine in the book that Hong Kong has to identify its niche areas, not only in economics. It needs a paradigm shift in how it relates to the Mainland within ‘One Country’ and how it relates to the world as a global metropolis.

The purpose of this paper is to identify the underlying problems of the recent socio-political disturbance originated from the amendments of extradition law in Hong Kong.

The perspectives of politics and governance are adopted to analyze the current situation.

Three underlying problems are identified, including the existential crisis under “One Country, Two Systems”, the politics of “fear of losing” and the institutional weakness to reform and change under the current system of “Hong Kong people governing Hong Kong”.

The Hong Kong Special Administrative Region Government should take initiatives to address the above problems.

The year 2020 is an epochal moment for governance and public administration. The outbreak of the COVID-19 pandemic has upset social and economic life, including the delivery of public services, and eroded domestic and international politics. It comes in an era of uncertainty resulting from the end of the New Public Management boom and a looming breakdown of the contemporary US-defined international order. Against such a sea change, we can hardly take business as usual. Change breeds indeterminacy but also induces reimagining. Any renewal and renaissance of public management has to address the ‘what’ and ‘how’ questions of governance in a low-trust and high-risk society. Both the capacity and legitimacy of the state need to be re-empowered, but no longer through the market. The dual failure of democratic politics and bureaucratic excellence in many countries has rendered the Wilsonian politics-administration dichotomy redundant. Amid the rise of East Asia, there are growing contentions over the conceptualization of meritocracy as alternative systems of governance and public service models seem to be delivering effective rivals. Governance performance may not be predetermined by regime types within a poly-polar world. We need to search for new reconnections, new leadership, a new basis for trust and consensus, and a new public service bargain to avoid getting bogged down in old wine in re-labelled bottle, or another singular universalist paradigm.

Change agents are individuals who can successfully transform aspects of how organisations operate. In education, teachers as change agents are increasingly seen as vital to the successful operation of schools and self-improving school systems. To date, however, there has been no systematic investigation of the nature and role of teacher change agents. To address this knowledge gap, we undertook a systematic review into five key areas regarding teachers as change agents. After reviewing 70 outputs we found that current literature predominantly positions teacher change agents as the deliverers of top-down change, with the possibility of bottom-up educational reform currently neglected.

Complaint service management, aimed at improving customer satisfaction, provides important content for incorporation into studying a closed-loop supply chain. An analysis of the relationship between two provides the basis for probing the role of complaint management (CM) in the closed-loop supply chain to help it perform more efficiently and effectively through the application of advanced technologies. This paper considers how CM can be computed combining computer communication and information technologies. This computing process involves collection, evaluation and disposal. Using computer telephone integration technology, an integrated multi-channel system is designed; complaint and production evaluated through an intelligent decision support system; and CM processing system established to implement corresponding disposal which reflects the utility of CM. This research on the process of incorporating CM into our studies has significance for computing business service in the future. Based on exergoeconomics theory, the closed-loop supply chain is discussed, and the metric about “system negative environment effect” is introduced to system performance in terms of energy expenditures; a case study illustrates the efficacy of the process