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Bureaucratic entrepreneurship: how frontline bureaucrats promote policy innovation

Published online by Cambridge University Press:  04 March 2024

Xuefan Zhang Open the ORCID record for Xuefan Zhang [Opens in a new window]  and
Yanling He Open the ORCID record for Yanling He [Opens in a new window]
Xuefan Zhang
Affiliation:
Center for Chinese Public Administration, School of Government, Sun Yat-sen University, Guangzhou, China
Yanling He*
Affiliation:
School of Government, Peking University, National Academy of Development and Strategy, Renmin University of China, Beijing, China
*
Corresponding author: Yanling He; Email: 2006hyl@163.com
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Abstract

In contrast to other studies on policy entrepreneurship that address frontline officials’ roles in formal legislative procedures, this case study focuses on how frontline officials promote policy innovation within inconspicuous administrative routines. Because frontline officials have no legislative power, they must overcome officialism by using bureaucratic skills and seeking consensus among multiple stakeholders. “Citizen agents” and “state agents” are both necessary roles. This case provides administrative details on how a deadlocked policy was gradually enlivened within undramatic administrative routines. The findings bridge the legislative–administrative gap and improve the understanding of the long-term effects of frontline administrative activities on policy innovations.

Keywords

bureaucracyofficialismpolicy entrepreneurshipstreet-level bureaucrats
Type
Research Article
Information
Journal of Public Policy , Volume 44 , Issue 2 , June 2024 , pp. 411 - 435
Copyright
© The Author(s), 2024. Published by Cambridge University Press

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