Who Makes Alcohol Policy? Science and Policy Networks 1950–2000

2005 ◽  
pp. 75-99 ◽  
Author(s):  
Paul Cairney

“Evidence-based policy making” (EBPM) has become a popular term to describe the need for more scientific and less ideological policy making. Some compare it to “evidence-based medicine,” which describes moves to produce evidence, using commonly-held scientific principles regarding a hierarchy of evidence, which can directly inform practice. Policy making is different: there is less agreement on what counts as good evidence, and more things to consider when responding to evidence.Our awareness of these differences between science and policy are not new. Current debates resemble a postwar policy science agenda, to produce more scientific and “rational” policy analysis, which faced major empirical and normative obstacles: the world is not that simple, and an overly technocratic approach to policy undermines much-needed political debate. To understand modern discussions of EBPM, key insights from previous discussions must be considered: policy making is both “rational” and “irrational”; it takes place in complex policy environments or systems, whose properties should be understood in some depth; and it can and should not be driven by “the evidence” alone.


2020 ◽  
Vol 33 (6/7) ◽  
pp. 697-712
Author(s):  
Lily Hsueh ◽  
Stuart Bretschneider ◽  
Justin M. Stritch ◽  
Nicole Darnall

PurposeAssessing and measuring the extent of organization-level policy implementation has received little scholarly attention, especially in the areas of local governments' procurement and environmental protection. To rectify the paucity of research in this area, this paper adopts Leonard-Barton's (1988) conceptualization of the misalignment between the (policy) innovation and the organization and draws on an original survey of local government finance, environment and public works departments in a representative sample of US cities with at least 25,000 residents to develop a strategy for measuring the extent of the implementation of a sustainable procurement policy (SPP) in local governments.Design/methodology/approachThe authors demonstrate through the construction of a composite index that in order for a SPP to be fully implemented, standards and rules, routines and decision-making criteria need to exist to reconcile any technical, infrastructural and decision-making misalignments between the new policy and an organization's pre-existing norms and routines.FindingsThe authors empirically assess and demonstrate that the paper's proposed composite measure of policy implementation is robust to multiple specifications and measurement reliability and construct validity tests.Originality/valueWhereas the existing literature from political science and policy science has tended to focus on higher levels of implementation in government through a complex hierarchical system, this paper underscores the importance of the policy implementation at the organizational level. Moreover, the authors contribute methodologically by our development of a strategy to measure the extent of the implementation of a SPP by local governments.


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