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ID:
126959
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| Publication |
2013.
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| Summary/Abstract |
In Japan, there are several government ministries and agencies with important roles in the development and use of space. In 2012, Japan restructured its administrative organs related to the development and use of space through legal amendments to the original acts that established these organs. Although this was an important administrative reform that took four years of planning and discussion to accomplish, this restructuring has not been communicated well outside of Japan. This study provides the first comprehensive overview of the recent legal changes in Japanese space policy. In contrast to some reports, the Ministry of Education, Culture, Sports, Science and Technology (MEXT) still has primary responsibility for the finances and personnel of the Japan Aerospace Exploration Agency (JAXA). This continues to be true even after the Cabinet Office begins its new role as the focal point for formulating Japanese space policy. It remains to be seen how the policy direction of the Cabinet Office will interact with the operational, financial, and personnel responsibilities of MEXT. I argue that knowledge of the roles of MEXT and the Cabinet Office in space policy, and the tension between the two organizations, is key to understanding Japan's future space policy decision-making process. By tracing the history of Japanese space policy since 2001, I also suggest that if bureaucrats had thought more deeply before making major reforms to space policy and its administration, there would have been less confusion over the development of national space policy this past decade. This paper concludes by identifying some key elements to monitor in the coming years of Japan's space policy.
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| 2 |
ID:
157710
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| Summary/Abstract |
Foreign aid donors are increasingly focused on changing the way their development agencies function. This discourse has focused on desired qualities, including greater knowledge of local contextual realities, appropriate adaptation to context and greater flexibility to respond to changing circumstances. We argue that more attention needs to be devoted to the achievement of these qualities and turn to contingency theory to identify some under-exploited ways to ‘do development differently’. The qualities sought by donors are emergent properties of complex organisational systems and will only be achieved through a micro-level and interlinked focus on the fundamentals of organisation.
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