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This chapter explores the question of the relationship between bureaucracy and politics in Latin America. The objective is exploring the role that politics plays in guaranteeing a professional and autonomous bureaucracy structure.

The chapter first examines an institutional explanation for bureaucratic performance. I will scrutinize the institutional arrangements that might preclude the existence of a professional bureaucracy. The chapter then “brings the state back in,” under the assumption that the explanation for performance of bureaucracy might have been related to long-lasting conditions of “Stateness.” The bureaucracy is analyzed in a more historical perspective and relates the former with specific societal and partisan coalitions at the time of state consolidation. These historical decisions seem to have determined a pattern of clientelistic utilization of the State apparatus in some countries but not in others. The partial evidence presented in this section suggests the importance of “state strength” to understand bureaucratic performance.

The purpose of the paper is to provide a framework for reflecting on how different ways of configuring spaces in higher education (HE) condition the possibilities of learning. Second, the purpose is to construct a storytelling approach for the configuration of such spaces.

The paper’s conceptual purpose is achieved through a theoretical discussion of three concepts: performance, politics and storytelling.

Learning in HE needs reconsideration in terms of what kinds of learning are made possible through the discursive and material configuration of the spaces of research and teaching. In particular, the focus to some extent should move away from the management and control of learning toward what enables learning.

The literature on organizational learning and the learning organization comprise concepts, methods and tools that play different roles with regard to controlling, shaping and enabling learning. When the focus is on learning in HE, it is important to be aware of the tracks of learning these technologies enable.

The interest in managing and controlling learning is often problematic in relation to the potential of HE to produce new and innovative forms of learning.

This paper introduces the term “spaces of performance,” which directs attention toward the material, discursive and relational conditions for learning. It also introduces a space of storytelling as a new principle for learning in HE.

Although the rational and the emotional are often thought to be in conflict, this is not always the case. Here I examine two instances, Max Weber’s ideal-typical depiction of bureaucracy and James Coleman’s proposal for a rational reconstruction of societal institutions. In the case of Weber, it is clear that the disciplined, steady and affectless performance of official duties by bureaucrats can only be possible because of an underlying foundation of emotions, both positive and negative. In the case of Coleman’s proposal, which is based on money bounties as incentives for performing important societal tasks, a multitude of deleterious and defeating emotions inhere in this ultra-rational scheme.

This chapter describes public space exploration services’ business goals, purpose, and strategy. It reinforces space exploration organizations’ fundamental bureaucratic administrative culture (Tier 1). The authors describe the influence that political appointees as leaders may play in shaping public sector cultures. Next, the public service culture (Tier 2) is deconstructed, and each of the five layers is described in detail. Additionally, the authors explain why focusing on the beliefs layer is the dominant layer and the essential starting point for analysis in space exploration cultures. Next, the chapter outlines the landscape of external influencing cultures (Tier 3) in the space exploration landscape. Finally, the potential value and challenges of developing internal KLC cultures are explored.

The paper aimed to identify the extent of the implementation of merit criteria in the selection of senior bureaucratic officials in Egypt.

The design of the study is both descriptive in the theoretical part and quantitative in the applied one. The study is based on a literature review and adopts an analytical approach to clarify the related concepts. Besides, an empirical study to investigate the correlations in practice, based on a sample of 380 senior officials to obtain the primary data.

The results of the study reveal that there are no statistically significant differences between the respondents' perspectives towards the implementation of merit criteria in selecting senior officials. This means that merit criteria are not always applied, but sometimes. Moreover, the results showed no statistically significant differences between the respondents' perspectives towards the implementation of merit criteria attributed to gender and age, while there were differences attributed to educational qualification and experience. The study recommended the necessity of adhering to the provisions of the civil service system and reconsidering the procedures of competitive examinations and interviews.

With respect to the Middle East, very limited studies have focused on the implementation of the merit system in recruitment. There is a lack of research and academic articles on this topic (Budhwar and Mellahi, 2016; Afiouni et al., 2014). The study addresses this gap in research and provides several recommendations that may improve the implementation of the merit system in Egypt. Moreover, this study adds to the limited literature on this topic in the Middle East.

The purpose of this paper is to develop and test theory-driven hypothesis on trade costs’ effect of logistics performance (LP) and bureaucratic efficiency, primarily from SAARC (South Asian Association for Regional Cooperation) perspective.

The paper develops hypothesis based on the review of the literature and theory linking LP, trade costs and institutions. The authors test the hypothesis using secondary data sources: World Bank-UNESCAP trade costs database, World Bank Logistics Performance Index (LPI) and Political Risk Service's Political Risk Rating. Fixed-effect approach is used to test the hypothesis.

The influential role of bureaucratic quality on relationship between LPI and South Asian trade costs (inter-SAARC and intra-SAARC) is evident. The results also point out that bureaucratic quality also conditions the effect of different dimensions of LPI on South Asian trade costs. Further, it is found that bureaucratic inefficiency mitigates the effects of LPI on South Asia's trade costs with its proximate trading partners APEC (Asia–Pacific Economic Cooperation) and ASEAN (Association of Southeast Asia Nations).

The analysis is conducted using short span of data. With the availability of long span of data, the understanding of the relationship studies in this paper will improve.

The results suggests policymakers to improve bureaucratic efficiency for utilizing the full potential effect of LPI in deceasing trade costs. The study inspires businesses to act and advocate in favor of reforms in governance system.

This paper is among the first, which investigates the possibility that the relationship between LPI and trade costs depends on the bureaucratic efficiency. It provides a more detailed description of the LPI-trade costs relationship.

The purpose of this paper is to investigate the moderating effects of organizational culture on the relationships between leadership behaviour and organizational commitment and between organizational commitment and job satisfaction and performance in the Malaysian setting.

Data were gathered from 238 Malaysian UM MBA part‐time students and the researchers' working peers. Data on the respondents' organizational culture and leadership behaviours, and how they affect organizational commitment, job satisfaction and employee performance, were collected using the OCI, leadership behaviour questionnaire, ACS, single global rating for job satisfaction and overall performance questionnaire, respectively. Descriptive statistics were reported, followed by factor analysis, reliability analysis, Pearson correlation and hypotheses testing using hierarchical multiple regression.

Generally, and with a few exceptions, leadership behaviour was found to be significantly related to organizational commitment, and organizational culture played an important role in moderating this relationship. Organizational commitment was found to be significantly associated with job satisfaction, but not with employee performance. However, only supportive culture influenced the relationship between commitment and satisfaction. Possible causes and implications for managers are discussed.

The paper contributes to the existing pool of knowledge on the relationships between leadership behaviours, organizational culture, organizational commitment, job satisfaction and employee performance. Different aspects of these variables were tested, so as to provide a wider and more comprehensive understanding of the factors that affect organizations and employees.

The purpose of this paper is to advance critical theoretical insights into the idea of “relational bureaucratic leadership” and its implications for public administration in developing countries (DCs). In doing so, the paper sets out new agendas for public service governance in DCs that recognizes the changing nature and emerging complexities of both the public service and society.

This is an exploratory study which synthesises literature in management, human resources, leadership studies and public administration, to understand the limitations of mainstream approaches to bureaucratic leadership in DCs, particularly SSA, with a view of identifying alternative practices.

Findings from this paper suggest that public service governance in DCs are embedded in complex dynamics between power relations, complexity and social norms, and bureaucratic leaders should, therefore, focus on building relationships as a means of deepening trust and enhancing cooperation among critical actors. The case for a shift in focus to “relationality” reflects changes in the broader global political economy, including emerging wicked and multi-faceted policy problems that require heterodox and context-sensitive responses from governments and greater collaboration among key stakeholders.

The analysis of the limitations of traditional approaches to public service governance in this essay reveals the importance of a shift from a preoccupation with conventional organizational forms and functions, to place greater emphasis on social networks and relationships, as a way of improving leadership efficiency in the public services of DCs.

This chapter examines one of the most contested issues in Public Administration, namely political–administrative relationships. The first part of the chapter begins with a brief overview of the features of an ideal-type bureaucracy. Next is a literature review of political–administrative relationships. This is followed by an analysis of typologies of political–administrative relationships, with particular reference to developing countries. The second part of the chapter analyses the evolution of political–administrative relationships since the dawn of South African democracy in 1994. It examines the growing politicisation of the public service, the weakening of the powers of public officials vis-a-vis Ministers and the emasculation of the PSC. Data indicate that the government is unable to fill posts at the Senior Management Service (SMS) level and that there are a high number of acting HoDs, an indicator of instability. Finally, it uses Dasandi and Esteve’s typology of political–administrative relationships in developing countries to interpret the South African case.