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Policy mimesis in the context of global governance

机译：全球治理背景下的政策模仿

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The concept of 'policy transfer' is contested. Earlier work has discussed the defining traits, but generally concluded that the dissimilarities of regional and local implementation ensure a simple transfer in the form of a generic template remains elusive (Common 2001). The argument of this article is that it is more accurate to refer to policy mimesis, the imitation or reproduction of a policy in another context, rather than a simple transposition across geographical and political boundaries. There are levels of isomorphism within a given public administration. Both coercive and mimetic isomorphism, as well as professiona-lization, act as intrinsic dynamics to successful policy mimesis and its impact within policy networks to effect isomorphic recombination. The importance of locating policy analysis within its proper context includes giving due cognisance to time, chronologically and historically, as well as social culture, political culture, economics and geographical location (Pollitt 2008). This article is not an attempt to apply any one theoretical perspective, but a discussion as to why each attempted transfer of a policy is unique. Reference is made to a case study, the successful privatization of Kenya Airways (KQ) which is explored in more detail elsewhere (Massey 2010), as an example of policy mimesis and an explanation of the role of different 'triggers' and dynamics that drove the process forward as part of the global advance of New Public Management, an adjunct to many aspects of global governance.
机译：“政策转移”的概念受到争议。较早的工作讨论了定义特征，但总体上得出的结论是，区域和地方实施的不同之处确保了以通用模板形式进行的简单转移仍然难以捉摸（Common 2001）。本文的论点是，更准确地提及政策模仿，在其他情况下模仿或复制政策，而不是跨越地理和政治边界的简单转换。在给定的公共管理部门中，存在同构水平。强制性和模仿性同构同构化以及专业化，都成为成功的政策模仿及其在政策网络内影响同构重组的内在动力。在适当的背景下进行政策分析的重要性包括对时间，时间和历史以及社会文化，政治文化，经济和地理位置给予应有的认识（Pollitt 2008）。本文并不是试图应用任何一种理论观点，而是讨论了为何每次尝试的政策转移都是唯一的。参考案例研究，肯尼亚航空（KQ）的成功私有化，在其他地方（Massey，2010年）进行了更详细的探讨，作为政策模仿的例子，以及对不同“触发因素”的作用和驱动因素的解释。该过程是新公共管理全球进步的一部分，是全球治理许多方面的辅助手段。

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