Abstract
Since forming part of Blair's modernization agenda in the UK, joined-up government has become a central ambition of governments in many industrialized countries. While there continues to be an absence of core methods and principles for achieving joined-up government, consensus has emerged around the effectiveness of top down approaches. Research has found that joining must happen at multiple levels and be supported by a range of cultural and structural interventions. This article presents findings from a study into the Australian Social Inclusion Agenda and explores the long-term and unintended consequences of joined-up initiatives that take a top-down approach.
Original language | English |
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Pages (from-to) | 167-178 |
Journal | International Journal of Public Administration |
Volume | 38 |
Issue number | 3 |
DOIs | |
Publication status | Published - 2015 |