目次

Part I: Conceptual foundations1. Blind spots, biased attention, and the politics of non-coordinationTobias Bach and Kai Wegrich2. Accounting for blind spotsMartin Lodge3. Blind spots: organizational and institutional biases in intra- and inter organizational contextsTom ChristensenPart II: Blind spots and attention bias4. Professional integrity and leadership in public administration Wolfgang Seibel5. The alarms that were sent, but never received: attention bias in a novel settingHelge RenåPart III: Bureaucratic politics: reputation, blame, and turf6. Why cooperation between agencies is (sometimes) possible: turf protection as enabler of regulatory cooperation in the European UnionEva Heims7. Blame, reputation, and organizational responses to a politicized climateMarkus Hinterleitner and Fritz Sager8. Passing the buck? how risk attitudes shape collaborative innovation in public organizationsKrista Timeus9. Media and bureaucratic reputation: exploring media biases in the coverage of public agenciesJan Boon, Heidi Houlberg Salomonsen, Koen Verhoest, and Mette Østergaard Pedersen Part IV: Achilles’ heels and selective perception10. Central banks and banking regulation: historical legacies and institutional challenges Jacint Jordana and Guillermo Rosas11. Why do bureaucrats consider public consultation statements (or not)? information processing in public administration Simon Fink and Eva RuffingPart V: Implications12. How to deal with the blind spots of public bureaucraciesTobias Bach and Kai Wegrich