2016/06/22 by Anika Gauja · 5 citations
Business, Management and Accounting · Social Sciences · #Computer science #Economics #Policy Transfer and Learning #Policy transfer #Political Influence and Corporate Strategies #Political science #Public administration #Social Policy and Reform Studies #Transfer (computing)
paper · doi:10.1080/01442872.2016.1188913
published in Policy Studies 37(5), 471-485 (Taylor & Francis)
crossref issued 2016/06/22 · crossref published 2016/06/22 · crossref published-online 2016/06/22 · openalex publication_date 2016/06/22 · crossref created 2016/06/24 · crossref published-print 2016/09/02 · crossref deposited 2019/09/10 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/22 · crossref indexed 2026/08/05
This article examines the extent to which the Australian Labor Party (ALP) engaged in a process of policy transfer, learning from the UK Labour Party, when it reformed its federal leadership selection process in 2013. Bringing together insights from both the public policy and party organisations literature, the article develops an empirical framework for identifying instances of policy transfer (or contagion effects) that consists of three criteria: intention, motivation and implementation, which can examined through various types of empirical data (including interviews, documentary, and network analysis). Applying this framework to the ALP reforms, the article concludes that while it is possible to see evidence of a general shift to a similar, more inclusive selection process, policy transfer is more difficult to substantiate. There were clear differences in the specifics of how the process would work, and a temporal disjoint between when actors sought information about UK practices and when the reforms actually occurred.