PMR — pp. 1-44 2026-08-25 Original Contingent capacity: navigating organizational dependency in Dutch municipal energy transitions
Negin Salimi, Stijn van Hiele
Abstract
Municipalities implementing energy transition mandates rely on contingent workers to fill capacity and expertise gaps, raising concerns about dependency and knowledge loss. Drawing on Resource Dependence Theory and client–consultant literature, this study develops a framework capturing the feedback loop between external reliance and internal capacity development. Fifteen interviews across six Dutch municipalities show that labour shortages and temporary subsidies drive contingent hiring, while short contracts and limited knowledge transfer heighten dependency. Municipalities facing similar constraints diverge through knowledge integration, governance arrangements, and relational dynamics. It advances public administration scholarship by conceptualising dependency as a process rather than structural outcome.
PA — 2026-08-23
Original Rethinking Top Public Management Through Relational Dynamics: A Systems‐Informed Study of Senior Executives
PA — 2026-08-23
Original Does Gender Budgeting Improve Women's Well‐Being, Equality, and Empowerment?
PMR — pp. 1-32 2026-08-21 Original Towards inclusive prosperity: comparative analysis of Indigenous procurement policies in Canada, Australia, and New Zealand
Irene Henriques, Rick Colbourne, Christian Eva, Jesse Pirini, Barbara Allen, Ana Maria Peredo
PAR — 2026-08-21
Original Tax Mobilization in Africa: Is the Secret Hidden in Women's Political Empowerment?
Gaston Brice Nkoumou Ngoa, Donald Ferdinand Okere Atanga, Marie Laure Belomo Onguene
PAR — 2026-08-21
Original Sifting Through: Federal Separations in 2025 and Their Implications for Knowledge Loss and Agency Capacity
M. Blake Emidy, Anmol Soni, Evan Mistur
PAR — 2026-08-21
Original Informal Authority, Legitimacy Transition, and Institutional Change: A Theory of Advisory Capture
Byunggeor Moon
Abstract
ABSTRACT How do informal actors achieve rapid bureaucratic dismantlement without formal authority? Analyzing the Department of Government Efficiency (DOGE) initiative, this article argues that when performance‐based legitimacy displaces procedural legitimacy as the dominant evaluative framework, informal actors can bypass established safeguards and reshape government institutions. Three concepts capture this process: advisory capture , legitimacy regime transition , and constrained coercion . The analysis reveals that dismantlement targets agencies based on political vulnerability rather than functional logic, that informal authority becomes institutionalized through formal rulemaking such as the Schedule Policy/Career rule, and that judicial review operates as ongoing contestation rather than definitive constraint. Protecting democratic governance requires defending not only formal rules but the legitimacy regimes within which those rules derive meaning.
PSJ 54/3 2026-08-21
Original Diagnosing Institutional Design‐Implementation Gaps: A Dual‐Layer Systems Modeling Language Protocol for Visualizing Institutional Change Mechanisms
GOV 39/4 2026-08-20
Original Three Configurations of In‐House Government Consulting: Public‐Value Purpose and Organizational Viability
PA — 2026-08-20
Original Face‐to‐Face With Administrative Burdens: Design Simplification, Emotional Costs, and Procedural Outcomes in Digital Welfare Applications
Fabian Hattke, Judith Hattke, David Hensel, Pamela Herd, Janne Kalucza, Donald P. Moynihan, Rick Vogel