Apr. 23 Case: International Trade Data System

[Note: For most of us, the topic of international trade is hardly fascinating reading—you may be inclined to “doze off” in a few places. Nonetheless, Chapters 7 and 8 offer the best case for analyzing the enactment of technology that has critical consequences for implementation (or lack of it) and policy outcome. So stick with this. First, the basic questions we started with in analyzing the US Army case:

1. (the double arrow question) Technology > Organization…2. Which of the four enactments (Figure 6.2) is involved here?

What is meant by “integrating the back-channels?” How is it fundamental for a well-functioning organization network?

A data system for international trade The problem or need? The ITDS “solution” (What is it supposed to accomplish)? Fountain’s technology enactment theory (this case—like the Army case) will either

support it or refute it (based on what evidence?)• Existing agency mind-sets (look at p. 110)—the chances of changing them to

support ITDS (likely/unlikely??Why??)

Institutional perspective: looking at the historical evolution of agency (for example, U.S. Customs) or situation to understand the current situation. Effects of “shocks” (environmental changes)

AMPS (1970’s) ACS (1980’s) FACET, NAFTA, and NATAB (1990’s)Reality of institutional leadership—like steering an aircraft carrier (my metaphor)

The Reinventing Government rhetoric (applied to international trade regulation) “The circuitous, highly mediated route of transformation” p. 128– (aircraft carrier

metaphor)

Shift in ITDS Program “ownership” Why did Gore remove it from Customs? Does all of this support or refute Fountain’s enactment theory? Explain

Apr. 23 International Trade Data System

Inter-agency integration vis-à-vis NAFTA—illusive standardization and inter-operability Among agencies (DOT, Customs, etc. p. 110) Within agencies (intergovernmental networks—US DOTs, state DOTs, etc The reality of cross-agency (enforcement) designations Bilateral relations—Customs and business groups

• Which Gorm;ley and Balla chapter is relevant here??

Competing enactments Various agencies business groups—”bureaucracy’s clients, or in the reinventing sell—”customers” Assuming agency compliance is need for ITDS to work—what incentives for compliance,

costs.• Does it appear that “social capital” was created?• Does a law mandating a system necessarily create incentives? “social capital?

• What does this tell policy makers?

A happy ending…? What would Lou Dobbs say about this case? Does it mean that government is broken? (look at table 8.1 before answering)

Lessons learned (if any)… Does this story relate to other issues beside (the less than sexy) topic or international trade? What does this saga tell MPA students about

• The realities of public management?• Leading a reform effort to “systemitize” government?• [other things?]