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The (Unintended) Consequences of New Labour: Party Leadership vs Party Management in the British Labour Party


Avril, Emmanuelle

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Bitte beziehen Sie sich beim Zitieren dieses Dokumentes immer auf folgenden Persistent Identifier (PID):http://doi.org/10.17645/pag.v4i2.534

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Abstract This article draws from the fields of political science and of organisational studies to explore the short-term and longterm 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. (author's abstract)
Thesaurusschlagwörter party; social democratic party; party system; membership; organizational analysis; organizations; organizational structure; organizational development; political leadership; political elite; political power; Great Britain
Klassifikation Organisationssoziologie, Militärsoziologie; politische Willensbildung, politische Soziologie, politische Kultur
Freie Schlagwörter New Labour; Labour Party
Sprache Dokument Englisch
Publikationsjahr 2016
Seitenangabe S. 5-14
Zeitschriftentitel Politics and Governance, 4 (2016) 2
Heftthema New Approaches to Political Leadership
ISSN 2183-2463
Status Veröffentlichungsversion; begutachtet (peer reviewed)
Lizenz Creative Commons - Namensnennung