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Kapitel
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1. Introduction

© 2019 University of Toronto Press, Toronto

© 2019 University of Toronto Press, Toronto

Kapitel in diesem Buch

  1. Frontmatter i
  2. Contents v
  3. Acknowledgments vii
  4. Acronyms ix
  5. 1. Introduction 1
  6. 2. Conceptualizing the Limits of Activation Policy 19
  7. 3. “More Than a Placement Service”: The Transient High Modernism of “Manpower” Planning, 1965–1976 30
  8. 4. Making and Unmaking Front-Line Professionalism, 1977–1990 54
  9. 5. Within Reach of the “What Works Best Solution”: Evidence-Based Activation, 1994–2000 75
  10. 6. Towards a Culture of Results, 1996–2000 95
  11. Conclusions 124
  12. References 129
  13. Index 157
Bureaucratic Manoeuvres
Ein Kapitel aus dem Buch Bureaucratic Manoeuvres
https://doi.org/10.3138/9781487530242-003

Kapitel in diesem Buch

  1. Frontmatter i
  2. Contents v
  3. Acknowledgments vii
  4. Acronyms ix
  5. 1. Introduction 1
  6. 2. Conceptualizing the Limits of Activation Policy 19
  7. 3. “More Than a Placement Service”: The Transient High Modernism of “Manpower” Planning, 1965–1976 30
  8. 4. Making and Unmaking Front-Line Professionalism, 1977–1990 54
  9. 5. Within Reach of the “What Works Best Solution”: Evidence-Based Activation, 1994–2000 75
  10. 6. Towards a Culture of Results, 1996–2000 95
  11. Conclusions 124
  12. References 129
  13. Index 157
Heruntergeladen am 9.5.2026 von https://www.degruyterbrill.com/document/doi/10.3138/9781487530242-003/html?lang=de
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