Table Of ContentIIAS/IISA
ADMINISTRATION & SERVICE 
1930-2005-
International Institute of Administrative 
Sciences Monographs 
Volume 26 
Previously published in this series: 
Vol. 25.  G. Drewry, C. Greve and T. Tanquerel (Eds.), Contracts, Performance Measurement 
and Accountability in the Public Sector 
Vol. 24.  J.C.N. Raadschelders (Ed.), The Institutional Arrangements for Water Management in 
the 19th and 20th Centuries – Cahier d’histoire de l’administration no. 8 
Vol. 23.  M.T. Gordon, M.-C. Meininger and W. Chen (Eds.), Windows on China 
Vol. 22.  A. Salminen (Ed.), Governing Networks – EGPA Yearbook 
Vol. 21.  S. Tiihonen (Ed.), The History of Corruption in Central Government – Cahier 
d’histoire de l’administration no. 7 
Vol. 20.  G. Bertucci and M. Duggett (Eds.), UNDESA–IIAS Joint Publication, The Turning 
st
World – Globalisation and Governance at the Start of the 21  Century 
Vol. 19.  S. Horton, A. Hondeghem and D. Farnham (Eds.), Competency Management in the 
Public Sector – European Variations on a Theme 
Vol. 18.  F. van den Berg, G. Jenei, L.T. Leloup (Eds.), East-West Co-operation in Public Sector 
Reform: Cases and Results in Central and Eastern Europe 
Vol. 17.  UNDESA–IIAS Joint Publication, Managing Diversity in the Civil Service 
st
Vol. 16.  P. Falconer, C. Smith and C.W.R. Webster (Eds.), Managing Parliaments in the 21
Century
Vol. 15.  B. Kliksberg, Towards an Intelligent State 
Vol. 14.  M. Fabri and P.M. Langbroek (Eds.), The Challenge of Change for Judicial Systems 
Vol. 13.  R. Gregory and P. Giddings (Eds.), Righting Wrongs 
Vol. 12.  Y. Fortin and H. Van Hassel (Eds.), Contracting in the New Public Management 
Vol. 11.  S. Nelen and A. Hondeghem (Eds.), Equality Oriented Personnel Policy in the Public 
Sector
Vol. 10.  L. Rouban (Ed.), Citizens and the New Governance 
Vol. 9.  A. Kouzmin and A. Hayne (Eds.), Essays in Economic Globalization, Transnational 
Policies and Vulnerability 
Vol. 8.  J. Corkery, T. Ould Daddah, C. O’Nuallain and T. Land (Eds.), Management of Public 
Service Reform 
Vol. 7.   A. Hondeghem and EGPA (Eds.), Ethics and Accountability in a Context of Governance 
and New Public Management 
Vol. 6.  J.G. Jabbra and O.P. Dwivedi and IASIA (Eds.), Governmental Response to 
Environmental Challenges in Global Perspective 
Vol. 5.  IIAS and the United Nations (Eds.), Public Administration and Development 
Vol. 4.  IIAS (Ed.), New Challenges for Public Administration in the Twenty-First Century 
Vol. 3.  IIAS Working Group on Social Security Systems (Eds.), Transformations in Social 
Security Systems 
ISSN 1382-4414
IIAS/IISA
Administration & Service 
1930-2005-
Edited by 
Fabio Rugge 
and
Michael Duggett 
Amsterdam • Berlin • Oxford • Tokyo • Washington, DC
© 2005 IIAS 
All rights reserved. No part of this book may be reproduced, stored in a retrieval system, 
or transmitted, in any form or by any means, without prior written permission from the publisher. 
ISBN 1-58603-542-8 
Library of Congress Control Number: 2005930257 
Publisher  Co-Publisher 
IOS Press  International Institute of Administrative Sciences – IIAS 
Nieuwe Hemweg 6B  Rue Defacqz, 1 
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LEGAL NOTICE 
The publisher is not responsible for the use which might be made of the following information. 
PRINTED IN THE NETHERLANDS
v
THE INTERNATIONAL INSTITUTE OF 
ADMINISTRATIVE SCIENCES 
IIAS:  What is it? 
The IIAS exists to advance the study and practice of public administration and public 
management.  It operates at a global level and is funded by states world-wide; but is 
independent of any of them and, through its links with the United Nations, seeks to 
develop a voice and a vision that is neutral, as objective as possible and grounded in 
the exigency of the fact. 
IIAS:  What is it for? 
Although it has existed for over seventy years (since 1930), the Institute’s focus is on 
the present and the future.  How governance is done and how it could be done better; 
how the law of administration applies and how it might be applied more correctly; and 
how the management of public affairs is conducted and how it might be best done – all 
of these reflect its activities. 
IIAS:  What are its values? 
Accountability is a core value for the Institute.  Those who exercise authority must 
account for its use to those on whose behalf they use it.  Public Administration is the 
key activity that connects between the power-holders and the citizen.  We believe it 
should be effective, efficient and economical in its execution of the duties and rights of 
the state.  We support modern governance and proper public administration and 
believe these should be carried out in a way that actively acknowledges diversity, that 
is respectful of identity and serious belief and that reflects balance. 
IIAS:  How does it work? 
A small-dedicated bilingual secretariat in Brussels serves the Executive Committee, 
which is in turn accountable to a fully representative Council of Administration.  The 
President and Director General lead and manage the Institute for its members.  Each 
year IIAS: 
(cid:131) holds three conferences in three different countries around the world 
(cid:131) is host for seven-hundreds plus delegates 
(cid:131) publishes +/- 10 books 
(cid:131) publishes four issues of its prestigious International Review of Administrative 
Sciences (in three editions English, French and Arabic) 
(cid:131) manages a budget of approximately 1 million Euros. 
(cid:131) leads and coordinates activities among its ninety Member States and National 
Sections
vi
The Institute has two specialised bodies 
(cid:131) The International Association of Schools and Institutes of Administration (IASIA) 
(cid:131) The European Group of Public Administration (EGPA) 
each of which conducts study, research and networking.   
The Institute has a distinguished library of 15,500 public administration books in 
several languages to reflect the accumulated wisdom and experience of its members; 
and a Website, which receives many thousand ‘hits’ per month about what it is doing 
now and what it will do in the future. 
Contact details :  Tel :     32/2-536.08.80 
      Fax :    32/2-537.97.02 
      Web :    www.iiasiisa.be 
      Email :  [email protected]
IIAS/IISA Administration & Service 1930-2005-  vii
F. Rugge and M. Duggett (Eds.) 
IOS Press, 2005 
© 2005 IIAS. All rights reserved.
Preface
Franz Strehl∗
It is a pleasure to commend to you this short book designed to commemorate the 
75 years that the Institute has existed. Under the chairmanship of Professor Fabio 
Rugge and guided by our Director General a group of eminent academic historians 
of administration have produced a powerful and, in total, balanced account of the 
evolution of our Institute since it was founded at Madrid in 1930. From the time of 
Albert Devèze, the first President until today, the International Institute of Adminis-
trative Sciences has played a key role in advancing international public administra-
tion. In this book you will find accounts of our early days, of the modern evolution, 
of the scientific impact, of the role of our host state, Belgium, and some suggestions 
also about the future. 
All institutions embody an idea. In IIAS, of which I have the honour to be presi-
dent, we develop and disseminate scientific knowledge and best practice for aca-
demics and practitioners in our field of administration and public management 
through our international networks. The goal is to share knowledge across genera-
tions and cultures and to provide our stakeholders with new competences for future 
challenges. We do this in Brussels and around the world. The articles attached from 
an international group that includes Guy Braibant, a former President himself, and 
reflects in its French and English texts the bilingualism and the diversity of the IIAS, 
contains some impressively detailed and concrete historical research. I hope that 
those who will in future hold responsibility for the growth of expertise in adminis-
trative science will find this text useful and inspiring. 
Franz Strehl 
President, International Institute of Administrative Sciences 
Président, Institut International des Sciences Administratives 
∗ O. Univ. Prof. Mag. Dr. F. Strehl, MBA, Head of Internationale Managementstudien, Johannes 
Kepler Universitat Linz, Austria. Past Rector of Linz University, elected IIAS President in 
Seoul, South Korea in July 2004 after having served for many years as a member of the IIAS 
Research Advisory Council.
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ix
Foreword
∗
Fabio Rugge
75 years is a remarkable lifetime for any institution. For instance, most of the 
presently existing states and innumerable local government authorities were not yet 
born when the IIAS was founded in 1930. Nor were venerable ‘schools’ of public 
administration like the French École Nationale d’Administration or the Hochschule
für Verwaltungswissenschaften in Speyer (just to mention two of the most reputed 
academic establishments acting in the same field – and seated in the same conti-
nent – as IIAS). 
75 years may actually look like a geological era, if one considers the impressive 
changes that public administration – the world to which IIAS belongs – has under-
gone over those years. To start with, the practical instruments of this world, its mate-
rial culture, have dramatically evolved. At the beginning of the 30’s a telephone or a 
typing machine could still be perceived as a modern piece of furniture in the typical 
ministerial office; today personal computers have often replaced both on the desks 
of many civil servants. 
The ICT revolution has radically altered the daily life of those civil servants and 
the way public administration operates. Documents, for example, can now easily be 
duplicated, compressed and circulated, via intranet and internet; and those volumi-
nous registers and massive cabinets into which all official information used to be 
stored may well appear odd relics of the past. Today archives can be ‘shared’ in few 
seconds and even be directly interrogated by the electronically literate citizen. Also 
the traditional design of bureaucratic organizations has been seriously reshaped be-
cause of a communicational flow that is intense and pervasive as never before. 
But the most intriguing changes affecting public administration in these 75 years 
occurred in dimensions by far more complicated than the technological one. From 
th
the fourth decade of the 20  century onward a world-wide battle for democracy and 
political participation and against authoritarian forms of polity has been fought. A 
crucial aspect of this battle has been the emancipation of countries that in 1930 were 
still under colonial grip. This vast process posed arduous questions about the role 
and the functioning of public administration in the democratic regimes as well as 
about whether administrative models conceived and tried out in the ‘imperial’ coun-
tries could simply be exported and transplanted into countries with a history, a cul-
ture, and – now – a destiny of their own. 
Later, in the last decades, the (nation) state, perhaps the most successful device 
for governance ever invented, entered a severe crisis. Globalisation and a growing 
mismatch  between  governments,  legal  frameworks,  territories,  communities,  let 
alone the increasing difficulty of assessing the border between the public and the 
private sectors questioned at their very basis institutions and beliefs that had been 
∗  Fabio Rugge, Chairman of the IIAS Working Group on the History of Administration.
x     
the pillars of the state for no less than two hundred years. Such a crisis could not but 
reverberate on public administration, on its scope, its goals, its tools, in fact its very 
nature.
That under such turbulent circumstances, the enterprise started in Brussels three 
quarters of a century ago was able not only to survive but to thrive, not only to adapt 
itself, but to modulate its mission, so as to stand today before its future with a solid 
vision – all this is definitely far from being obvious. Immediately we are confronted 
with a fact, actually a success story, that calls for explanation. 
This book instead of indulging in that sort of hagiographical literature that anni-
versaries are likely to stimulate has been conceived also as a contribution to that ex-
planation. The volume is made out of six essays, each illustrating different aspects 
of a rich institutional biography. 
Guy Braibant gives us a general account of the history of the Institute; the ac-
count of a prominent ‘insider’ – a great protagonist indeed. Denis Moschopoulos de-
scribes the evolution of the governance, the membership, and the activities of the 
IIAS. Stefan Fisch reconstructs the international dimension of the Institute’s life 
from its earlier stage to World War II. Gavin Drewry writes about the relation be-
tween IIAS and that sphere of knowledge which – not without controversy – has 
been termed “administrative sciences”. Jean Marie Yante focuses on the special rela-
tionship linking the IIAS to Brussels, the Institute’s seat, and Belgium, the Insti-
tute’s host country. Finally, Michael Duggett, the Director General of the Institute, 
traces the main lines of the recent history of the Institute, projecting those lines into 
the coming years. 
Altogether the six chapters bring fresh information and new appreciation about 
the history of IIAS and offer reliable material to work at an explanation of the his-
tory of this institution, notably for its capacity to continuously adjust itself to a 
deeply changing world, to overcome crises and even to recover from lethal attacks. 
To this effect, one of the most telling events narrated in this book is the sealing 
of the IIAS offices in Brussels by Gestapo officials in early May 1941. 
This gesture and its sequels are highly symbolic. First because, once more, war 
and its consequences forcibly intermitted a peaceful undertaking of men of knowl-
edge and good will. Second, because that war was waged and those officials were 
sent by a regime that warranted administration no real autonomy. According to that 
regime and its ideas, administrative issues – and possibly administrative sciences – 
should have their cornerstone in “the racial and continental needs – those needs that 
offer a totalitarian and ultimate solution for all administrative problems”. Such 
statement rudely put an end to that complex, delicate, vital dialectic between politics 
and administration that had marked the development of the liberal and constitutional 
state since the end of the ancien regime. Politics as expressive of the “racial and 
continental needs” was from that moment in 1941 now fully in command, in its most 
authoritarian, unrestrained, and in a sense in its most banal version. 
But the closing of the IIAS office in Brussels and the subsequent creation of an 
Internationale Akademie für Staats- und Verwaltungswissenschaften in Berlin are 
actions that had a destined victim too: the idea that it is a part of the administrative 
sciences to study the forms for the legal protection of the citizen against public ad-
ministration. In the eyes of the Nazi regime this idea was superseded: administration
Description:75 years is a remarkable lifetime for any institution, especially if one considers the impressive changes that public administration has undergone. The ICT revolution has radically altered the way public administration operates. Also the traditional design of bureaucratic organizations has been seri