The (Unintended) Consequences of New Labour: Party Leadership vs Party Management in the British Labour Party
Autor(a) principal: | |
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Data de Publicação: | 2016 |
Tipo de documento: | Artigo |
Idioma: | eng |
Título da fonte: | Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
Texto Completo: | https://doi.org/10.17645/pag.v4i2.534 |
Resumo: | This article draws from the fields of political science and of organisational studies to explore the short-term and long-term impact of New Labour’s party management on the quality of party processes as well as on party reputation. It is based on the long-term ethnographic participant observation of the Labour Party at local and regional levels, as well as national events such as annual conferences. The article starts by identifying the distinctive features of New Labour’s party management. It then examines the “unintended consequences” of this brand of party management, showing this model to be mainly self-defeating. The final section provides a general assessment of the impact of New Labour’s party management from the perspective of organisational learning and innovation. Overall the article stresses the long-term poisonous effects of this brand of leadership and management on political organisations and on politics in general. |
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The (Unintended) Consequences of New Labour: Party Leadership vs Party Management in the British Labour PartyLabour Party; leadership; management; New Labour; organisational learning; unintended effectsThis article draws from the fields of political science and of organisational studies to explore the short-term and long-term impact of New Labour’s party management on the quality of party processes as well as on party reputation. It is based on the long-term ethnographic participant observation of the Labour Party at local and regional levels, as well as national events such as annual conferences. The article starts by identifying the distinctive features of New Labour’s party management. It then examines the “unintended consequences” of this brand of party management, showing this model to be mainly self-defeating. The final section provides a general assessment of the impact of New Labour’s party management from the perspective of organisational learning and innovation. Overall the article stresses the long-term poisonous effects of this brand of leadership and management on political organisations and on politics in general.Cogitatio2016-06-23info:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/articleapplication/pdfhttps://doi.org/10.17645/pag.v4i2.534oai:ojs.cogitatiopress.com:article/534Politics and Governance; Vol 4, No 2 (2016): New Approaches to Political Leadership; 5-142183-2463reponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãoinstacron:RCAAPenghttps://www.cogitatiopress.com/politicsandgovernance/article/view/534https://doi.org/10.17645/pag.v4i2.534https://www.cogitatiopress.com/politicsandgovernance/article/view/534/534Copyright (c) 2016 Emmanuelle Avrilhttp://creativecommons.org/licenses/by/4.0info:eu-repo/semantics/openAccessAvril, Emmanuelle2022-12-22T15:16:25Zoai:ojs.cogitatiopress.com:article/534Portal AgregadorONGhttps://www.rcaap.pt/oai/openaireopendoar:71602024-03-19T16:22:22.075143Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãofalse |
dc.title.none.fl_str_mv |
The (Unintended) Consequences of New Labour: Party Leadership vs Party Management in the British Labour Party |
title |
The (Unintended) Consequences of New Labour: Party Leadership vs Party Management in the British Labour Party |
spellingShingle |
The (Unintended) Consequences of New Labour: Party Leadership vs Party Management in the British Labour Party Avril, Emmanuelle Labour Party; leadership; management; New Labour; organisational learning; unintended effects |
title_short |
The (Unintended) Consequences of New Labour: Party Leadership vs Party Management in the British Labour Party |
title_full |
The (Unintended) Consequences of New Labour: Party Leadership vs Party Management in the British Labour Party |
title_fullStr |
The (Unintended) Consequences of New Labour: Party Leadership vs Party Management in the British Labour Party |
title_full_unstemmed |
The (Unintended) Consequences of New Labour: Party Leadership vs Party Management in the British Labour Party |
title_sort |
The (Unintended) Consequences of New Labour: Party Leadership vs Party Management in the British Labour Party |
author |
Avril, Emmanuelle |
author_facet |
Avril, Emmanuelle |
author_role |
author |
dc.contributor.author.fl_str_mv |
Avril, Emmanuelle |
dc.subject.por.fl_str_mv |
Labour Party; leadership; management; New Labour; organisational learning; unintended effects |
topic |
Labour Party; leadership; management; New Labour; organisational learning; unintended effects |
description |
This article draws from the fields of political science and of organisational studies to explore the short-term and long-term impact of New Labour’s party management on the quality of party processes as well as on party reputation. It is based on the long-term ethnographic participant observation of the Labour Party at local and regional levels, as well as national events such as annual conferences. The article starts by identifying the distinctive features of New Labour’s party management. It then examines the “unintended consequences” of this brand of party management, showing this model to be mainly self-defeating. The final section provides a general assessment of the impact of New Labour’s party management from the perspective of organisational learning and innovation. Overall the article stresses the long-term poisonous effects of this brand of leadership and management on political organisations and on politics in general. |
publishDate |
2016 |
dc.date.none.fl_str_mv |
2016-06-23 |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
https://doi.org/10.17645/pag.v4i2.534 oai:ojs.cogitatiopress.com:article/534 |
url |
https://doi.org/10.17645/pag.v4i2.534 |
identifier_str_mv |
oai:ojs.cogitatiopress.com:article/534 |
dc.language.iso.fl_str_mv |
eng |
language |
eng |
dc.relation.none.fl_str_mv |
https://www.cogitatiopress.com/politicsandgovernance/article/view/534 https://doi.org/10.17645/pag.v4i2.534 https://www.cogitatiopress.com/politicsandgovernance/article/view/534/534 |
dc.rights.driver.fl_str_mv |
Copyright (c) 2016 Emmanuelle Avril http://creativecommons.org/licenses/by/4.0 info:eu-repo/semantics/openAccess |
rights_invalid_str_mv |
Copyright (c) 2016 Emmanuelle Avril http://creativecommons.org/licenses/by/4.0 |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
application/pdf |
dc.publisher.none.fl_str_mv |
Cogitatio |
publisher.none.fl_str_mv |
Cogitatio |
dc.source.none.fl_str_mv |
Politics and Governance; Vol 4, No 2 (2016): New Approaches to Political Leadership; 5-14 2183-2463 reponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação instacron:RCAAP |
instname_str |
Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação |
instacron_str |
RCAAP |
institution |
RCAAP |
reponame_str |
Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
collection |
Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
repository.name.fl_str_mv |
Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação |
repository.mail.fl_str_mv |
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1799130669530480640 |