Christian Rosser – författare

Intellectual traditions are commonly regarded as cultural variations, historical legacies, or path dependencies. By analyzing road junctions between different traditions of Public Administration this book contests the dominant perspective of path-dependent national silos, and highlights the ways in which they are hybrid and open to exogenous ideas. Analyzing the hybridity of administrative traditions from an historical perspective, this book provides a new approach to the history of Public Administration as a scientific discipline. Original and interdisciplinary chapters address the question of how scholars from the U.S., Germany and France mutually influenced each other, from the closing years of the 19th Century, up until the neo-liberal turn of the 1970s. Offering a thorough analysis of the transatlantic history of Public Administration, the conclusion argues that it is vital to learn from the past, in order to make Public Administration more realistic in theory, as well as more successful in practice. Advanced undergraduate and postgraduate political science scholars will find this to be a valuable tool in understanding the foundations of transatlantic Public Administration. This book will also greatly benefit researchers on comparative and transnational history with a keen interest in Public Administration.

Intellectual traditions are commonly regarded as cultural variations, historical legacies, or path dependencies. By analyzing road junctions between different traditions of Public Administration this book contests the dominant perspective of path-dependent national silos, and highlights the ways in which they are hybrid and open to exogenous ideas.

Analyzing the hybridity of administrative traditions from an historical perspective, this book provides a new approach to the history of Public Administration as a scientific discipline. Original and interdisciplinary chapters address the question of how scholars from the U.S., Germany and France mutually influenced each other, from the closing years of the 19th Century, up until the neo-liberal turn of the 1970s. Offering a thorough analysis of the transatlantic history of Public Administration, the conclusion argues that it is vital to learn from the past, in order to make Public Administration more realistic in theory, as well as more successful in practice.

Advanced undergraduate and postgraduate political science scholars will find this to be a valuable tool in understanding the foundations of transatlantic Public Administration. This book will also greatly benefit researchers on comparative and transnational history with a keen interest in Public Administration.

This book provides an overview of legitimacy-related challenges at hybrid organizations and demonstrates legitimacy’s importance for the strategic development of organizations. In a reader-friendly way, it addresses the question of how hybrid organizations can gain legitimacy from the perspectives of key stakeholders.To do so, the book examines legitimacy management in the context of two real-world hybrid organizations – the Swiss Institute for Translational and Entrepreneurial Medicine and the Swiss Center for Design and Health in Bern, Switzerland – from both theoretical and practical perspectives. It shows why the systematic combination of three types of legitimacy has the potential to optimize the level of legitimacy in emerging hybrids, contributing to their success. It also explains how organizational legitimacy can be operationalized using governance legitimacy, purpose-rational legitimacy, and value-rational legitimacy.This book equips managers and executives working at hybrid organizations with useful guidance and hands-on strategic tools to develop legitimacy management strategies. It also offers a source of inspiration for academic research and teaching in this field.

This book provides an overview of legitimacy-related challenges at hybrid organizations and demonstrates legitimacy’s importance for the strategic development of organizations. In a reader-friendly way, it addresses the question of how hybrid organizations can gain legitimacy from the perspectives of key stakeholders.

To do so, the book examines legitimacy management in the context of two real-world hybrid organizations – the Swiss Institute for Translational and Entrepreneurial Medicine and the Swiss Center for Design and Health in Bern, Switzerland – from both theoretical and practical perspectives. It shows why the systematic combination of three types of legitimacy has the potential to optimize the level of legitimacy in emerging hybrids, contributing to their success. It also explains how organizational legitimacy can be operationalized using governance legitimacy, purpose-rational legitimacy, and value-rational legitimacy.

This book equips managers and executives working at hybrid organizations with useful guidance and hands-on strategic tools to develop legitimacy management strategies. It also offers a source of inspiration for academic research and teaching in this field.