Accountability in the Shadow of Hierarchy: The Horizontal Accountability of Agencies
By Thomas Schillemans. 2008
253 citations recorded by the source corpus.
In the Netherlands, new accountability arrangements are created as remedies for the accountability deficit of agencies. These arrangements are of a ‘horizontal’ nature, as the agencies account for their behaviour towards accountees that are not their hierarchical superiors: clients, stakeholders or peers. This paper provides an inventory and qualitative assessment of horizontal accountability arrangements. It is argued that they have added value because they stimulate learning. However, horizontal accountability is not a substitute for hierarchical accountability. Horizontal accountability arrangements operate ‘in the shadow of hierarchy’: they gain significance through complex interactions with traditional forms of accountability.
Subfields: Management Information Systems, Public Administration, Sociology and Political Science
View Paper: https://www.semanticscholar.org/paper/9f14de9a8d8d8c74e659ee60db4fe38a7623a08b
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In Management Information Systems
In Public Administration
In Sociology and Political Science
Citations in the corpus
- Lost in diffusion? How collaborative arrangements lead to an accountability paradox (2011, background): “Schillemans (2008) emphasizes the promising nature of new ‘horizontal’ forms of accountability, which focus on soft influence (e.g. naming and shaming).”
- The New Political Role of Business in a Globalized World – A Review of a New Perspective on CSR and its Implications for the Firm, Governance, and Democracy (2011, unknown): “230), meaning the potential threat that stricter regulations will be enacted unless the potentially affected business firms adapt their behavior to the expectations of the legislator (Héritier and Eckert 2008; Schillemans 2008).”