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Journal articles on the topic 'Incrementalism'

Author: Grafiati

Published: 4 June 2021

Last updated: 18 February 2022

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1

Malagodi, Mara. "The Rejection of Constitutional Incrementalism in Nepal's Federalisation." Federal Law Review 46, no. 4 (December 2018): 521–40. http://dx.doi.org/10.1177/0067205x1804600403.

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The relationship between federalism and identity was the single most contentious issue in the drafting of Nepal's 2015 Constitution, and remains an embattled feature of the country's post-conflict constitutional settlement. This article explains why ‘constitutional incrementalism'—the innovative constitution-making strategy for deeply divided societies theorised by Hanna Lerner—was ultimately (and wisely) rejected in Nepal's federalisation process. Historically a unitary state since its creation in the late eighteenth century, Nepal committed itself to federal restructuring in 2007, but profound disagreements endured over the set of institutional choices concerning the features of Nepal's federal arrangements throughout the constitution-making process (2008–15). Constitutional incrementalism with its emphasis on deferral, ambiguity and contradiction was thought of in some quarters as a pragmatic and instrumental way out of Nepal's political impasse. In the end, the 2015 Constitution expressly named the provinces (even if by just using numbers) and demarcated their boundaries already at the time of its promulgation. Any changes to this framework can only take place by way of constitutional amendment. This article explains why the incrementalist approach was rejected in Nepal's federalisation process, and reflects on the conditions under which constitutional incrementalism may succeed in societies that present profound disagreements over the collective identity of the polity.

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2

Kippenberger, T. "Logical incrementalism." Antidote 3, no. 6 (September 1998): 26–27. http://dx.doi.org/10.1108/eum0000000006585.

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3

Sims, Nicholas A., and Jez Littlewood. "AMBITIOUS INCREMENTALISM." Nonproliferation Review 18, no. 3 (October 12, 2011): 499–511. http://dx.doi.org/10.1080/10736700.2011.618619.

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4

Georgas, John C., Michael M. Gorlick, and Richard N. Taylor. "Raging incrementalism." ACM SIGSOFT Software Engineering Notes 30, no. 4 (July 2005): 1–6. http://dx.doi.org/10.1145/1082983.1083263.

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5

Johnson, Gerry. "Rethinking incrementalism." Strategic Management Journal 9, no. 1 (January 1988): 75–91. http://dx.doi.org/10.1002/smj.4250090107.

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6

Halpern, David, and Danielle Mason. "Radical Incrementalism." Evaluation 21, no. 2 (April 2015): 143–49. http://dx.doi.org/10.1177/1356389015578895.

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7

Butler, William H., Robert E. Deyle, and Cassidy Mutnansky. "Low-Regrets Incrementalism." Journal of Planning Education and Research 36, no. 3 (July 9, 2016): 319–32. http://dx.doi.org/10.1177/0739456x16647161.

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8

True, James L. "Avalanches and Incrementalism." American Review of Public Administration 30, no. 1 (March 2000): 3–18. http://dx.doi.org/10.1177/02750740022064524.

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9

REESE, THOMAS J. "MIRACLES OR INCREMENTALISM." National Tax Journal 39, no. 3 (September 1, 1986): 273–76. http://dx.doi.org/10.1086/ntj41792187.

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10

Kelly, Aidan. "An End to Incrementalism? The Impact of Expenditure Restraint on Social Services Budgets 1979–1986." Journal of Social Policy 18, no. 2 (April 1989): 187–210. http://dx.doi.org/10.1017/s0047279400017414.

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ABSTRACTThe theory of incrementalism is a long-standing and influential perspective on policy making and resource allocation in the public sector. Previous research on social services budgeting suggests that resources are allocated incrementally, although there has been some debate as to whether this would persist in an era of prolonged expenditure restraint. Incremental budgetary outcomes are operationalised as percentage changes in budgets pro-rata with percentage changes in the total budget, and as stable shares of total expenditure for each activity. Data for 99 English social service departments supports incrementalism in that budget shares change by only 1.8 per cent, but percentage allocations depart from pro-rata incrementalism by a mean of 74 per cent. The comparison of the two summary indices over time supports those who have argued that prolonged restraint would encourage non-incremental budgeting, but change in the agency's total budget does not consistently predict budgetary outcomes. The effect of restraint on incrementalism varies with the measure used and across the component activities of the measures, but there is enough evidence to suggest a significant decline in the level of incrementalism in social service departments. In particular, non-incremental budgeting is strongly associated with the growth of day centre expenditure on the mentally ill and the elderly before 1982–3, and after that with the pursuit of the ‘community care’ strategy within state provided services for the elderly and children. Incrementalism as a general theory of agency budgeting is limited in its ability to explain variations in the degree of incrementalism between agencies, between component budgets and over time. The conclusion suggests that further research should seek explanations for these variations in the varying balance of the competing forces which shape outcomes in welfare bureaucracies and in the relationship between these forces and the organisation's environment.

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11

Naqvi, Syed Nawab Haider, and Asghar Qadir. "Incrementalism and Structural Change: A Technical Note." Pakistan Development Review 24, no. 2 (June 1, 1985): 87–102. http://dx.doi.org/10.30541/v24i2pp.87-102.

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In the pursuit of social justice, the problem of relative economic inequality in developing countries deserves serious consideration. With the help of a formal analytical framework, the present paper shows that the essential elements of a solution of the problem are structural change, focusing on narrowing down the difference in initial wealth holdings, and an active 'incrementalist' policy of keeping the growth rate of the income of the poor significantly higher than the growth rate of the income of the rich. Naive egalitarianism, requiring only the equality of these two growth rates in the name of moderation, will only create an explosive situation in which economic inequality will keep on increasing. It is further argued that in the context of solving the problem the critical points are the ones where the income and wealth gaps begin to narrow down. Once these points are reached, relative inequality will be finally eliminated in a fairly short time regardless of the relative size of the initial wealth holdings. Policy action to achieve the stated objective will require a marriage of structural change and incrementalism rather than an emphasis on one to the neglect of the other.

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12

Bendor, Jonathan. "Incrementalism: Dead yet Flourishing." Public Administration Review 75, no. 2 (January 23, 2015): 194–205. http://dx.doi.org/10.1111/puar.12333.

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13

Ryan, Philip. "Incrementalism: A classroom exercise." Journal of Policy Analysis and Management 22, no. 2 (2003): 315–18. http://dx.doi.org/10.1002/pam.10123.

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14

Cronin, Blaise. "Disjointed incrementalism and 1990." Aslib Proceedings 37, no. 11/12 (November 1985): 421–36. http://dx.doi.org/10.1108/eb050990.

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15

WENSING, ED. "INCREMENTALISM VERSUS STRATEGIC PLANNING." Australian Planner 32, no. 1 (January 1994): 42–48. http://dx.doi.org/10.1080/07293682.1994.9657655.

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16

Cortright, David. "The Coming of Incrementalism." Bulletin of the Atomic Scientists 52, no. 2 (March 1996): 32–36. http://dx.doi.org/10.1080/00963402.1996.11456604.

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17

Howe, R. Brian. "Incrementalism and Human Rights Reform." Journal of Canadian Studies 28, no. 3 (August 1993): 29–44. http://dx.doi.org/10.3138/jcs.28.3.29.

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18

Clark, Andy. "Cognitive incrementalism: The big issue." Behavioral and Brain Sciences 23, no. 4 (August 2000): 536–37. http://dx.doi.org/10.1017/s0140525x0026336x.

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Neural organization raises, in an especially clear way, a major problem confronting contemporary cognitive science. The problem (the “big issue” of my title) is: What is the relation between the strategies used to solve basic problems of perception and action and those used to solve more abstract or “cognitive” problems? Is there a smooth, incremental route from what Arbib et al. call “instinctual schemas” to higher-level kinds of cognitive prowess? I argue that, despite some suggestive comments, Arbib et al. do not resolve this issue.

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19

Ramakanth, J. "Strategy of Disjointed Incrementalism Reconsidered." Indian Journal of Public Administration 31, no. 1 (January 1985): 79–93. http://dx.doi.org/10.1177/0019556119850105.

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20

LESSMANN, SABINE. "Government, interest groups and incrementalism." European Journal of Political Research 17, no. 4 (July 1989): 449–69. http://dx.doi.org/10.1111/j.1475-6765.1989.tb00203.x.

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21

Pasha, Obed, and Theodore H. Poister. "The Impact of Performance Management Under Environmental Turbulence." American Review of Public Administration 49, no. 4 (November 27, 2018): 441–53. http://dx.doi.org/10.1177/0275074018814245.

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Performance management is an established concept in the public sector, with several empirical studies supporting its beneficial impact on organizational performance. Research on performance management, however, is still in initial stages and mostly examines the impact of this practice under stable environmental conditions. This study adds to the literature by analyzing the effect of this system on performance of local transit agencies in a turbulent environment characterized by the Great Recession and its aftermath. Exploratory factor analysis (EFA) on survey responses from 162 local transit agencies in the United States is used to extract the four components of performance management, namely, formal strategic planning, logical incrementalism, performance measurement, and performance information use. Ordinary least squares (OLS) regression analysis shows that an independent use of formal strategic planning and logical incrementalism has a negative impact on organizational performance under turbulence. Performance measurement and a blend of formal strategic planning and logical incrementalism, however, show a positive impact.

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22

Pal, Leslie A. "Assessing incrementalism: Formative assumptions, contemporary realities." Policy and Society 30, no. 1 (February 2011): 29–39. http://dx.doi.org/10.1016/j.polsoc.2010.12.004.

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23

Pal, Leslie A. "Assessing incrementalism: Formative assumptions, contemporary realities." Policy and Society 30, no. 1 (February 2011): 29–39. http://dx.doi.org/10.1016/j.polsoc.2010.12.005.

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24

Vladeck, Bruce C. "Medicare and the Politics of Incrementalism." Journal of Health Politics, Policy and Law 26, no. 1 (February 2001): 153–60. http://dx.doi.org/10.1215/03616878-26-1-153.

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25

Grogan, Colleen M. "Understanding Big-Bang Reform versus Incrementalism." Journal of Health Politics, Policy and Law 37, no. 5 (June 14, 2012): 737–40. http://dx.doi.org/10.1215/03616878-1672700.

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26

Allan, Jen Iris. "Dangerous Incrementalism of the Paris Agreement." Global Environmental Politics 19, no. 1 (February 2019): 4–11. http://dx.doi.org/10.1162/glep_a_00488.

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After a decade of negotiation, countries adopted a new, legally binding agreement on climate change. Excitement for a new era in the climate regime is palpable among pundits and policy makers alike. But such enthusiasm largely overlooks that most of the Paris Agreement’s provisions represent continuity with existing climate policy, not a break with the past. This forum argues that the Paris Agreement is a dangerous form of incrementalism in two ways. First, it repackages existing rules that have already proven inadequate to reduce emissions and improve resilience. Second, state and nonstate actors celebrate the Agreement as a solution, conferring legitimacy on its rules; I suggest that, beyond the strong desire to avoid failure, developing countries and nongovernmental organizations accepted the Paris Agreement to secure the participation of the United States and to uphold previous agreements. Given the reification of existing rules, the ratchet-up mechanism and nonstate actors offer the last remaining hopes in global efforts to catalyze climate action on a scale necessary to safeguard the climate.

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27

Timmer, Joel. "Incrementalism and Policymaking On Television Violence." Communication Law and Policy 9, no. 3 (July 2004): 351–78. http://dx.doi.org/10.1207/s15326926clp0903_3.

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28

Watts, Richard A., Karen Trapenberg Frick, and Jonathan Maddison. "Policy Making, Incrementalism, and News Discourse." Public Works Management & Policy 17, no. 3 (March 5, 2012): 238–55. http://dx.doi.org/10.1177/1087724x12437220.

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29

Soleimani, Farzad, and Stefanos Zenios. "Disrupting Incrementalism in Health Care Innovation." Annals of Surgery 254, no. 2 (August 2011): 203–8. http://dx.doi.org/10.1097/sla.0b013e3182251538.

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30

Hudson, Bob. "Community Care Planning: Incrementalism to Rationalism?" Social Policy & Administration 26, no. 3 (September 1992): 185–200. http://dx.doi.org/10.1111/j.1467-9515.1992.tb00378.x.

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31

Hudson, Bob. "Community Care Planning: Incrementalism to Rationalism?" Social Policy & Administration 26, no. 3 (September 1993): 185–200. http://dx.doi.org/10.1111/j.1467-9515.1993.tb00378.x.

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32

Low, Brian, and Wesley Johnston. "Emergent technologies, network paradoxes, and incrementalism." Journal of Business Research 65, no. 6 (June 2012): 821–28. http://dx.doi.org/10.1016/j.jbusres.2010.12.022.

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33

Baldock, David, Graham Cox, Philip Lowe, and Michael Winter. "Environmentally sensitive areas: Incrementalism or reform?" Journal of Rural Studies 6, no. 2 (January 1990): 143–62. http://dx.doi.org/10.1016/0743-0167(90)90002-p.

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34

Parker, Lee D. "Budgetary incrementalism in a Christian bureaucracy." Management Accounting Research 13, no. 1 (March 2002): 71–100. http://dx.doi.org/10.1006/mare.2001.0171.

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35

Pasha, Obed Q., Theodore H. Poister, and Lauren H. Edwards. "Mutual Relationship of Strategic Stances and Formulation Methods, and Their Impacts on Performance in Public Local Transit Agencies." Administration & Society 50, no. 6 (May 29, 2015): 884–910. http://dx.doi.org/10.1177/0095399715587524.

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This study is a continuation of previous work that emphasizes an alignment between the internal management (strategy formulation) of public organizations and their environment (strategic stance). As public organizations formulate strategy through strategic planning or logical incrementalism, they relate to their external environments through the strategy stances of prospector or defender. Current research asserts that organizations with a prospector stance perform better when they adopt logical incrementalism, whereas organizations with a defender stance perform better when they formulate their strategy through formal strategic planning (FSP). Our study on the transit industry, however, could not find support to these assertions.

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36

Muthulingam, Dharushana. "Health Insurance and the Promise of Incrementalism." Journal of Women's Health 26, no. 12 (December 2017): 1263–64. http://dx.doi.org/10.1089/jwh.2017.6696.

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37

Collingridge, David. "Technology organizations and incrementalism: the space shuttle." Technology Analysis & Strategic Management 2, no. 2 (January 1990): 181–200. http://dx.doi.org/10.1080/09537329008524005.

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38

Durenberger, Dave, and Susan B. Foote. "Beyond incrementalism: Designing an infrastructure for reform." American Psychologist 48, no. 3 (1993): 277–82. http://dx.doi.org/10.1037/0003-066x.48.3.277.

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39

SHULL, STEVEN A. "An Application of Budgetary Theory: Incrementalism Reassessed1." GPSA Journal: The Georgia Political Science Association 4, no. 1 (November 12, 2008): 21–42. http://dx.doi.org/10.1111/j.1747-1346.1976.tb00677.x.

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40

Dunn, Delmer D., and Keith Billingsley. "Incrementalism in Legislative Decision-Making About Reapportionment." GPSA Journal: The Georgia Political Science Association 5, no. 2 (November 12, 2008): 3–22. http://dx.doi.org/10.1111/j.1747-1346.1977.tb00704.x.

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41

Anderson, Sarah, and Laurel Harbridge. "Incrementalism in Appropriations: Small Aggregation, Big Changes." Public Administration Review 70, no. 3 (May 2010): 464–74. http://dx.doi.org/10.1111/j.1540-6210.2010.02160.x.

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42

Dezhbakhsh, Hashem, Soumaya M. Tohamy, and Peter H. Aranson. "A New Approach for Testing Budgetary Incrementalism." Journal of Politics 65, no. 2 (May 2003): 532–58. http://dx.doi.org/10.1111/1468-2508.t01-3-00014.

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43

Dholakia, Nikhilesh. "Marketing theory: Breaking the siege of incrementalism." Journal of Marketing Management 25, no. 7-8 (September 14, 2009): 825–29. http://dx.doi.org/10.1362/026725709x471659.

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44

Arnaboldi, Michela, and Giovanni Azzone. "Incrementalism and strategic change: a university's experience." International Journal of Educational Management 19, no. 7 (December 2005): 552–63. http://dx.doi.org/10.1108/09513540510625590.

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45

Rubin, Irene, and Aaron Wildavsky. "Aaron Wildavsky and the Demise of Incrementalism." Public Administration Review 49, no. 1 (January 1989): 78. http://dx.doi.org/10.2307/977234.

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46

Kowalkowski, Christian, Daniel Kindström, Thomas Brashear Alejandro, Staffan Brege, and Sergio Biggemann. "Service infusion as agile incrementalism in action." Journal of Business Research 65, no. 6 (June 2012): 765–72. http://dx.doi.org/10.1016/j.jbusres.2010.12.014.

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47

Jamieson, Trevor, Muhammad M. Mamdani, and Edward Etchells. "Linking Quality Improvement and Health Information Technology through the QI-HIT Figure 8." Applied Clinical Informatics 10, no. 03 (May 2019): 528–33. http://dx.doi.org/10.1055/s-0039-1693456.

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AbstractThe implementation of health information technology (HIT) is complex. A method for mitigating complexity is incrementalism. Incrementalism forms the foundation of both incremental software development models, like agile, and the Plan-Do-Study-Act cycles (PDSAs) of quality improvement (QI), yet we often fail to be incremental at the union of the disciplines. We propose a new model for HIT implementation that explicitly links incremental software development cycles with PDSAs, the QI-HIT Figure 8 (QIHIT-F8). We then detail a subsequent local HIT implementation where we demonstrated its use. The QIHIT-F8 requires a reprioritization of project management activities around tests of change, strong QI principles to detect these changes, and the presence of both baseline and prospective data about the chosen indicators. These conditions are most likely to be present when applied to indicators of high strategic importance to an organization.

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48

Kuttner, Robert. "The Kassebaum–Kennedy Bill — The Limits of Incrementalism." New England Journal of Medicine 337, no. 1 (July 3, 1997): 64–68. http://dx.doi.org/10.1056/nejm199707033370123.

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49

Holton, Elwood F. "Beyond Incrementalism: What’s the Next Paradigm for HRD?" Human Resource Development Review 2, no. 1 (March 2003): 3–5. http://dx.doi.org/10.1177/1534484303251623.

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50

McNichols, Colton H., and Larry H. Hollier. "Review of “Disrupting Incrementalism in Health Care Innovation“." Journal of Craniofacial Surgery 23, no. 1 (January 2012): 343. http://dx.doi.org/10.1097/scs.0b013e318241dc98.

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