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Particularities of Change Management in Public Sector Institutions

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 Adomas Vincas Rakšnys, Deimantė Žilinskienė,
Arvydas Guogis
Particularities of Change Management in Public
Sector Institutions

Introduction

Macro-environmental factors such as global and national public

management reforms, economic crises, the COVID-19 pandemic,
changing security situations (for example, the war in Ukraine), and
the evolution of political and legal systems, the development of a
knowledge economy and innovations (e.g., big data, e-government
initiatives), climate change, migration and demographic challenges,
changing societal values and needs, are some of the factors that form
various level requirements for public sector institutions to implement
changes. Institutional changes at the micro and nano levels can be
driven by various objective and subjective reasons, such as the desire
to improve the quality of public services, refine internal processes
and structure, increase accountability, reduce institutional budget
expenditures, increase efficiency, change civil servants’ behavior in
the desired direction, implement technological systems, consolidate
institutions. It should be noted that changes in public sector insti­
tutions can be understood as planned and purposeful activities, or
as unplanned activities dictated by various external environmental
factors, hence the tools and results of these change programs dif­
fer. (Schmidt, et. al., 2017, p. 11-13, Nograšek, 2011, Karp, Helgo,
2007, Brown, et. al., 2003, 2, Barcan, 2010, p. 94).
Considering the nature of changes in the public sector, it is
important to emphasize that in academic discourse, authors pay signif­
icant attention to problematic questions of why change programs do
not produce the desired results and for what reasons institutions and
civil servants resist changes (Al-Alawi, et. al., 2019; Cunningham,
Kempling, 2009; Amjad, Rehman, 2018). This phenomenon is ana­
lyzed at political, economic, organizational, or even psychological
levels. Some authors, such as Karp and Helgo (2008, p. 86 - 94),
believe that social systems and their elements exhibit bounded ratio­
nality, individuals’ behavior can be unpredictable, and therefore it
is paradoxical that in order to manage complex processes of public
sector institutions in the context of change, the complexity of these

65
processes is often increased by applying various change management
methodologies and principles. Others emphasize the competencies of
public sector leadership as a component of effective change process
management (Van der Voet, 2016). Change management should not
be seen as an ad hoc activity, organizational leaders should become
role models in change processes (Gwaka, et. al., 2016, p. 2), especi­
ally emphasizing the effective communication processes of top and
middle management and the selection and use of appropriate infor­
mation tools (Amjad, Rehman, 2018, p. 65).
Therefore, the field of change management research is not
limited to management or public administration, but can also be asso­
ciated with sociology, economics, various systems theories, organi­
zational behavior, and other disciplines (Barcan, 2010, p. 93-94).

1.The Concept of Change Management and the Development of

Essential Methodologies
To understand the management peculiarities of this complex phe­
nomenon, it is first necessary to define its concept and identify essen­
tial principles. Change management can be understood as a systemic
activity of planning, implementing, and evaluating changes, which
can be both reactive (when institutions respond to macro-environ­
mental pressures, when the cause of change is external) and pro­
active (when changes are aimed at achieving specific institutional
goals (Barcan, 2010, p. 94). The results of changes can be difficult to
assess. There is a prevailing opinion in the academic discourse that
the majority of change projects and programs do not achieve their
ultimate goals (Al-Alawi, et al., 2019, p. 116).
When analyzing change management methodologies and
their development, the two-field force model by K. Lewin is often
mentioned in the scientific literature, where change is analyzed from
two perspectives: those that encourage change and those that restrain
it. The essential idea of this model is that to effectively and effi­
ciently implement institutional changes, it is necessary to strengthen
the factors encouraging change and minimize the factors restraining
it (Amjad, Rehman, 2018, p. 57-59). In the context of public sec­
tor institutions’ change planning, this is still a significant tool in the
planning phase of change, where, regardless of the direction of public
policy implementation, managers can model the course of the change
process, eliminating potential causes of resistance. K. Lewin is also

66
often distinguished in the change management discourse for his con­
tribution to the formation of the change planning model, character­
ized by three essential stages: 1) unfreezing the current institutional
behaviour; 2) moving towards a new - desired behaviour; 3) refreez­
ing the new behaviour (Gwaka, et. al., 2016, p. 2). Another popular
classical change management concept is associated with J. Kotter.
The author identified 8 essential principles that should be applied to
achieve positive change results: 1) forming the necessity of change;
2) creating a change coalition that can support change; 3) creating a
real and clear vision; 4) using different communication channels to
disseminate the vision of change; 5) using various tools and instru­
ments to enable employees to act in accordance with the vision; 6)
applying motivational measures to create short-term victories regard­
ing change; 7) the change program must always be strengthened and
adapted in response to emerging problems; 8) efforts to implement
change must be visible, only then will they successfully contribute to
the empowerment of the change program (Al-Alawi, et. al., 2019, p.
118-119).
However, in the context of public sector institutions, these
principles are not easy to implement. For example, in the Lithuanian
public management system, the vision for change is often formu­
lated by politicians, who do not always involve institutional leaders
in this process, and the leaders themselves may not agree with the
change vision, making it difficult to clearly convey and communicate
it to civil servants. Motivational measures in the activities of public
sector institutions are also limited by the legal environment, so lead­
ers often lack effective tools. Evaluating the principle of short-term
victories, it is noted that in the public sector, changes are often a
long-term process, intertwined with the activities of other institutions
and stakeholders, and the change programs themselves are more of a
static nature, making it difficult to make quick decisions in response
to macro or micro environmental changes. These statements are con­
firmed by the research of other authors, for example (Fernandez,
Rainey, 2006; Al-Alawi, et. al., 2019; Cunningham, Kempling, 2009)
and others.
Psychiatrist Kubler-Ross, in examining grief and loss situ­
ations that a person experiences in the context of radical changes,
identified the following essential phases that an individual goes
through when faced with change: shock, denial, anger, bargaining,
depression, testing, acceptance (Malone, 2018, p. 37) (see Table 1).

67
Table 1. Changes management models, significance and main challenges

Model Description Significance Challenges

Lewin’s Change Model Two-field force model ana­ Effective for planning institu­ Potential resistance and the
lyzing forces that encourage tional changes, acknowledging complexity of the change pro­
and restrain change. Consists the need to address potential cess itself
of unfreezing, moving, and resistance.
refreezing behaviours.

Kotter’s 8-Step Change Model Includes forming the necessity While effective, Kotter’s prin­ Political influence, legal con­
of change, creating a coalition, ciples can be challenging to straints, and the long-term
creating a vision, communicat­ implement in the static and nature of public sector changes
ing, using tools, applying moti­ politicized environment of can hinder application.
vational measures, adapting to public sector institutions.
problems, and ensuring visibil­
ity of efforts.

Kubler-Ross Change Curve Phases of emotional response Important for managers to Allocation of resources and
to change: shock, denial, anger, understand and provide sup­ moral support is necessary to
bargaining, depression, testing, port during complex change manage the emotional aspects
acceptance. programs. of change.

Source: prepared by authors from the article, based on Fernandez, Rainey, 2006; Al-Alawi, et. al., 2019; Cunningham, Kempling, 2009; Malone,
2018. 00
This model is particularly significant for public sector institution
managers, to understand why it is necessary to ensure moral sup­
port for civil servants during the implementation of complex change
programs, with what emotions they encounter, and that resistance
to change is a natural emotional reaction. This model can become
a significant argument for the allocation of additional institutional
resources (e.g., finances, time, and others) when an institution is
experiencing a difficult change situation.
From a methodological point of view, it is important to notice
the differences between „change”, „reform” and „revolution”. In
general, the concept of change can be understood as a certain change
in any field, the result of that change. R.Vanagas (2007, p. 316) in his
analysis of change emphasises the notion of transformation, which
can often be used synonymously with change. Change, in the aut­
hor’s view, is the most permanent process that exists in the world,
whereby the past is analysed in order to identify factors in the present
that are important for the future. However, „change” or „transfor­
mation” carries less meaning than „reform” or „revolution”, which
denotes a fundamental upheaval, a radical change in an order or
system. Reform” (French: „reforme”, Latin: „reformo”) means a
reorganisation of social life (system, institutions), a change without
altering the foundations of the existing social structure. Reforms are
usually aimed at progress, improvement or consolidation of the state,
an organisation, a community or certain conditions. There may be
reforms in various areas, e.g. education, science, studies, pensions,
health care, economic reform, price reform, credit reform, monetary
reform, social reform, land reform (VLE, 2011, Vol. 19, p. 653). And
while „change” is often associated with a certain permanence - as
continuous - when looking at reforms and their periods, there are
fundamental methodological and practical-applied errors when one
„reform” is at the same time „overlapping” with another „reform”,
and when it is claimed that they are continuous. This cannot be the
case with „reform“ in principle, because every reform must have a
„beginning“ as a starting point and an „end“ as a point of completion,
i.e. you start, you finish and then you evaluate. Only then must it be
seen whether the „reform” has been successful, effective and effici­
ent, or whether it has been ineffective and wrong. The imprecise use
of terms introduces a lot of methodological confusion, and the con­
fusion of terms described above is a „carry-over“ from the discourse
on public policy and public administration from the 1990s and the

69
first decade of the 21st century, when the world was in the grip of the
globalisation and neo-liberalism paradigm that was accelerating in
most countries. This was a very controversial historical period and,
in terms of Western methodology, it was the opposite of the „stable”
and „coherent” post-war period of welfare state building and main­
tenance, whose „sociological methodology” consisted of a symbolic
interactionism characterised by stability and coherence, dramaturgi­
cal and other theories, the most important of which was the rather
static theory of structural-functionalism, which argued that all social
life is inseparable from fixed structures and the functions they imply.
The later neo-functionalist theory has reduced this „staticness”, but
has not eliminated it completely. The theories of social conflict, eth-
nomethodology, exchange, in the authors’ view, are neutral in this
respect, since they were characteristic of both the traditional welfare
state and the period of neoliberalism that followed it. The latter theo­
ries, as well as the theories of networking and postmodernism, are
more in line with the current period of the posthumanist paradigm,
which is clearly in a state of flux, where much of what is „old” is
obsolete and dead, but something „new” has not yet emerged, which
requires a search for new theories and explanatory schemes, and the
development of research based on appropriate methodologies.

2.Analysis of the Reasons for Resistance to Change in the

Activities of Public Sector Institutions
The diversity of missions, visions, organizational structures, and
strong organizational cultures in public sector institutions, along
with political-legal dependencies and other factors, create specific
conditions that make effective and efficient management of these
processes extremely complex. It is noted that in the public sector,
strategies, methods, and principles that have been successful in the
private sector are often instrumentally applied (Brown, et. al., 2003,
p. 2). However, the change management process in public sector
institutions is specific and differs from that of the private sector.
The functioning of private sector organizations is inseparable from
the market and customer needs, and their performance is usually
linked to profitability, making it much easier to measure the results
of changes based on financial indicators. In the public sector, these
criteria are different and often contradictory. Often this process is
extremely complex, involving very different stakeholders with their

70
own interests and power positions. Public sector institutions often
have different accountabilities, including politicians, the media, the
public, and other groups, and are responsible for creating public
value, so there is a significant need to coordinate formal and informal
institutional environmental factors, although systematically under­
standing and accurately predicting the results of these processes can
be very difficult, conflict resolution abilities and the pursuit of com­
promise become important factors (Cunningham, Kempling, 2009,
p. 330 -331; Robertson, Seneviratne, 1995, p. 548; Karp, Helg0,
2007, p. 87). On the other hand, public sector institutions could adopt
the good change management experience and principles of private
sector organizations, emphasizing the importance of greater decen­
tralization and leadership (Karp, Helg 0, 2007, p. 94), particularly
transformational leadership (Van der Voet, 2016). For example, most
changes in public sector institutions related to e-government initia­
tives fail due to inappropriate change strategies (Nograsek, 2011, p.
22).
Resistance to change can be classified by distinguishing dif­
ferent types. Scholars S. Robbins and T. Judge identified four types
of resistance to change: 1) overt resistance; 2) implicit resistance; 3)
immediate resistance; and 4) deferred resistance. According to the
authors, overt and immediate resistance are the easiest to overcome,
while internal and deferred resistance are the most difficult. Internal
resistance to change is associated with loyalty to the institution,
reduced work motivation, and decreased work quality (Al-Alawi, et.
al., 2019, p. 117). It should be emphasized that civil servants often
resist not only changes that are negative for them, such as those
related to job loss, pay cuts, or reduced career opportunities, but also
those that do not have a direct negative impact on them (Amjad,
Rehman, p. 57). This can first be explained by cultural-psychological
reasons. The prison system, police, military, postal service, various
departments, transport, health sector workers, and other institutions
feature long-term career servants and very strong organizational cul­
tures, which can cause resistance to change (Cunningham, Kempling,
2009, p. 331). Individuals often make decisions based on institutional
identity, values, their individual and collective motivation, emotions
are different, civil servants are not always rational actors, they do
not necessarily act as institution leaders expect, human behaviour
is characterized by uncertainty, and communication and its effec­
tiveness within the institution play a very important role. (Karp,

71
Helg 0, 2007, p. 88). Therefore, it can be assumed that institutional
identity, values, norms, and traditions are a significant part of the
organizational culture of public sector bureaucratic institutions. In
the Canadian Navy, it was decided to change the existing uniform
colours of soldiers by abandoning the traditional blue and switch­
ing to dark green. The naval personnel strongly opposed the changes
because the blue uniform is used worldwide. As soon as the oppor­
tunity arose to return to the blue uniforms, this change occurred very
quickly and received great support from the military (Cunningham,
Kempling, 2009, p. 331). This example reveals that in the process
of change, to eliminate or minimize reasons for resistance, it is very
important to consider psychological-cultural factors, because people
often resist due to fear, personal insecurity, restrictions on freedom,
fear of novelty, lack of knowledge (Amjad, Rehman, 2018, p. 57).
Often the reaction to institutional changes is disbelief in the bene­
fits of change, individuals want to receive reliable information, they
start to get angry, feel they are losing a lot, and encounter depressive
moods (Gwaka, et. al., 2016, p. 2). How to overcome this? One way
is to provide enough time to understand and prepare for the change,
ensure employee engagement mechanisms, provide maximum sup­
port, organize discussions and frequent meetings (Barcan, 2010, p.
96).
Equally important factors are structural. In continental
Europe, public sector institutions are commonly seen as bureaucratic,
centralized, and hierarchical systems operating according to the prin­
ciples of administrative law, characterized by inflexible motivation
systems, specialized and routinized functions, and prevalent require­
ments for various reporting. Such institutional design aims to ensure
accountability. Thus, the involvement of civil servants in change
programs will be minimal and unilateral, as the degree of decentral­
ization is low, and without securing the support of the servants, the
process can become complicated and lengthy, especially emphasiz­
ing the problem of politicization of public sector institutions, where
without political support, long-term changes will not necessarily be
effective (Van der Robertson, Sonal, 1995, p. 548; Voet, 2016).
It is important to pay attention to the permanence of structural
changes, various restructuring and reorganization programs. Faced
with negative change experiences, where civil servants’ functions
increased, and salary or career opportunities decreased, resistance
to change is automatically created. Institution leaders implementing

72
changes may orient them towards increasing personal career oppor­
tunities, therefore for many civil servants, especially those in the
middle tier, changes are not desirable as they disrupt the institutional
balance of power. On the other hand, the leaders themselves must
understand the uncertainty of complex social systems, that imple­
menting changes they will face the paradox of simultaneously con­
trolling and not being able to control change processes (Karp, Helgo,
2007, p. 88-91). Among structural factors, it is also necessary to
highlight limited institutional budgets and constant lack of resources.
This factor severely restricts the actions of institutional leaders and
reduces the effectiveness of change process management (Schmidt,
et. al., 2017, p. 15). This is especially difficult when collaborating
in various formats and with other sectors, for example, when imple­
menting various public and private sector partnership programs and
projects, within which context changes occur, or these forms of col­
laboration are the sought-after desired state (Nograšek, 2011, p. 13).
Under certain conditions, change results may not be achieved
because the most significant challenges faced by institutions may
exceed their competency and operational limits (e.g., the implemen­
tation of social policy) (Cunningham, Kempling, 2009, p. 336).

3.Principles and Conditions for Effective Implementation of

Changes in Public Sector

Institutions resistance to change encompasses various elements and

processes. This section examines the latest change management
methodologies and principles, analyzes the necessary institutional
conditions that, when shaped, could improve the management of
change processes by public sector institutions. Researchers (Amjad,
Rehman, 2018, p. 60) recommend relying on these four principles to
reduce resistance to the implementation of change programs:
1) awareness (why we need this change, what will happen if
we do not implement it, providing maximum information and effec­
tive communication);
2) the nature of the planned change and its connection with
the causes of resistance (how we will eliminate these causes, whether
the change will be radical or only affect part of the institution);
3) inclusion of civil servants in the change planning process,
possibilities for eliminating reasons for resistance;
4) analysis of civil servants’ personality types in connection
with the possibilities of resistance. Focusing on communication

73
processes, it is noted that a common understanding of change and its
necessity is formed when individuals have the opportunity to check
each other’s forms of communication, challenging and questioning,
reshaping and expanding them (Karp, Helg0, 2007, p. 89).
Communication, as a significant factor in resistance to insti­
tutional changes, is also confirmed by studies conducted in Pakistan
(Amjad, Rehman, 2018, p. 66), but the authors also complement it
with the need to form mutual trust. Others emphasize the forma­
tion of a clear vision for change and clear communication focused
on the potential benefits of the change (Gwaka, et. al., 2016, p. 1).
Researchers S. Fernandez and H. G. Rainey (2006, p. 169-173) pro­
pose these 8 principles, which if followed, would make the institutio­
nal change process more effective: 1) ensuring the need for change;
2) forming a plan; 3) internal support for implementing the change
and reducing resistance; 4) support and commitment from top mana­
gement; 5) ensuring external support; 6) allocating appropriate
resources; 7) institutionalizing the change; and 8) striving for comp­
rehensive change. These principles are quite similar to the ADKAR
change management methodology developed by the company Prosic
in 2006. It consists of five essential and interrelated phases: 1) aware­
ness of the necessity for change (who informs about the change, by
what means, how employees are given a voice); 2) desire for change
(how to show personal benefit to the individual, how to remove rea­
sons for resistance to change); 3) knowledge and training (how to
strengthen competencies and provide knowledge required for imp­
lementing changes); 4) abilities (monitoring of the change, forming
indicators, providing feedback, correcting processes and procedures
that do not meet the goals of change during its course); 5) reinfor­
cement of change (forming motivational systems related to change,
to establish desired behavior after the change is completed and to
evaluate the most contributing individuals) (Al-Alawi, et. al., 2019,
p. 113, Nograsek, 2011, p. 14).
Based on the research by J. B. Cunningham and J. S. Kempling
(2009, p. 341-342), the following principles that increase the effec­
tiveness of changes in public sector institutions were identified: 1)
forming and coordinating a change coalition; 2) identifying and res­
ponding to reasons for resistance to change; 3) affirming the need for
change and communicating the desired results; 4) institutionalizing
the change process; 5) creating a commitment plan; 6) changing the
organizational structure, human resource system, and monitoring the
informal organizational environment.

74
 The evaluation of changes are inseparable from the problems
of „efficiency“ and „effectiveness“. Effectiveness has to be treated as
the most important constituent - for the aims reaching as such, while
efficiency is more based on the quantitative calculations concerning
results (output) relation to the input.

Conclusions

Changes in public sector institutions are extremely complex and

complicated. Civil servants resist changes due to poor communica­
tion, strong organizational culture, lack of leadership support, fear
over career prospects, limited knowledge and competencies, lack of
time and resources, fear of novelties, and structural factors.
Institutional changes often occur as a reaction to complex
economic, political, cultural, and technological circumstances. In
the public sector, changes also have a politicization aspect; leaders
do not always understand the necessity of changes, civil servants’
motivation possibilities are limited by the legal environment, change
programs are quite static and long-term, involving very different
interested parties and institutional accountabilities for the results
of changes. It is noteworthy that it is extremely difficult to measure
these results due to the understanding of public value and the divers­
ity and influence of interested parties.
An effective change management methodology in the context
of public sector institutions is considered to be the ADKAR model,
which includes the dimensions of information and communication,
elimination of resistance to change, training and knowledge provi­
sion to civil servants, monitoring, and consolidation of change.

75
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77
historical tragedy has been interpreted, the concrete steps and actions
taken by Arab communities to save their fellow Jews, and the way in
which the subject has been reflected in Arab culture and education.
Keywords: Holocaust, Arab World, Jewish community, antisemitism
V

Adomas Vincas Rakšnys, Deimantė Žilinskienė, Arvydas

Guogis: Particularities of Change Management in Public Sector
Institutions

In the public sector, changes also have a politicization aspect, leaders

do not always understand the necessity of changes, civil servants’
motivation possibilities are limited by the legal environment, change
programs are quite static and long-term, involving very different
interested parties and institutional accountabilities for the results of
changes. It is noteworthy that it is extremely difficult to measure these
results due to the understanding of public value and the diversity
and influence of interested parties. An effective change management
methodology in the context of public sector institutions includes the
dimensions of information and communication, elimination of resis­
tance to change, training and knowledge provision to civil servants,
monitoring, and consolidation of change. The article is mainly based
on the theoretical analysis of scientific sources, so empirical research
would be a suitable and significant addition to the article.
Keywords: change management in public sector; change manage­
ment methodologies; principles of change management.

Aneliya Manova: Minority Groups in Bulgaria - Verbal of the

Themes of Corporeality and Spirituality

The article presents the main themes, views, and concepts regarding
corporeality and spirituality, related to a specific cultural, social, and
religious phenomenon today, namely New Age as a part of new reli­
gious movements and gaining popularity within various subcultural
and youth groups. Emphasis is placed on the verbal manifestations
expressed in biographical testimonies among representatives of
various New Age movements, currents, and groups and on their
accounts of spiritual and physical transformations. Particular
attention is given to words, expressions, and terms used when
respondents attempt to express their views on spiritual and physical

207
Arvydas Guogis: PhD in Political Science, habilitation procedure in
Management and Administration. Has experience at various private,
state and non-governmental organizations in Lithuania and abroad
in political science, public administration, sociology, marketing,
information dissemination and the journalism. Since 2001 - assoc.
prof. at Mykolas Romeris university, Vilnius, Lithuania. Since 2012
- professor at Public Administration Institute of Mykolas Romeris
university. Scientific interests - social policy, social security, wel­
fare state, new public governance, marketing. Has prepared mate­
rials on social security for European Parliament, social dialogue - for
EU Commission. Has published more than 100 scientific articles, the
author and co-author of 10 monographs and text books, participates
in popular periodicals. The geography of publications reaches the
USA, Canada, Finland, Denmark, Norway, Germany, Belgium,
Spain, Greece, Serbia, Bosnia - Herzegovina, Croatia, Montenegro,
Hungary, Romania, Estonia, Latvia, Ukraine and Kazakhstan.
Member of several international and national organizations and the
editorial member of 5 social sciences journals. arvydasg@mruni.eu

Balázs Dobos obtained MA degrees in history and political science

at the Eotvos Loránd University (ELTE) and a PhD in political sci­
ence at the Corvinus University of Budapest. Since 2007, he has been
working as a research fellow and since 2019 as a senior research
fellow at the Institute for Minority Studies within the HUN-REN
Centre for Social Sciences in Budapest. His research field mainly con­
cerns the political and legal situation, the political participation and
representation of national and ethnic minorities through various insti­
tutional channels in Hungary and in the broader Central and Eastern
European region, in particular non-territorial cultural autonomies
and Roma political mobilisation. He presented his research results
at several conferences of prestigious international scholarly associa­
tions (ASN, BASEES, ECPR, IPSA), and held courses on ethnic con­
flicts, nationalisms and nation-building processes, minority policies
and minority rights in East Central Europe at Corvinus University,
ELTE and Eszterházy Károly University. His publications appeared
in leading world journals (Ethnopolitics, Nationalities Papers) and
publishers (Peter Lang, Routledge, Springer). dobos.balazs@tk.hu

Ferenc Bódi is senior research fellow at the Institute for Political

Science, HUN-REN Centre for Social Sciences MTA Centre of
Excellence, Budapest, Hungary. He is member of Scientific Committee

215
 CONTENT

INTRODUCTION 9

DIPLOM ATIC RELATIONS

Josep M. Colomer: A Critical Review of the United States
Political System: Notes from my new book: Constitutional
Polarization - 2023 11
Malvina Tema: Ukraine - The European Union and
the Eschatology of War 19
Levent Alijevski: Beyond Brexit:
Economic Diplomatic Relations of the United Kingdom 27
Zoltan Prantner - Abdallah Abdel-Ati Al-Naggar:
Transgenerational Memory of the Holocaust in the Arab World 47
Adomas Vincas Rakšnys, Deimantė Žilinskienė, Arvydas Guogis:
Particularities of Change Management in Public Sector Institutions 65

THE M INO RITY ISSUES IN HUNGARY AND BULGARIA

Introduction by Ferenc Bodi - Nikolai Vukov 81
Aneliya Manova: Minority Groups in Bulgaria in the New Age -
Verbal of the Themes of Corporeality and Spirituality 83
Balazs Dobos: The Formulation of the 1993 Minority Act
in Hungary 105
Ferenc Bodi - Andrea Toldi: The Emergence of Minority
Municipalities in Local Politics in Hungary 129
Ildiko Kurucz: Additions to the Social Aspects of German
National Education (Based on experiences from Baranya County) 141
Krisztina Menyhart: Bulgarian Market-Gardeners
in Hungary - Legal Franeworks, Disagreements,
and Inclusion (1860-1960) 157
Maryanka Borisova: Present-Day Bulgarian Gardeners
in Budapest 173

REPORTS AND CONFERENCES

CPAC in Budapest 193
BO O K REVIEW
Psychohistory and the Mentalics: Thoughts on Janos Simon’s
new book on democracy - by Pal Koudela 195

ABSTRACTS 205

ABO U T THE AUTHORS 213

 CENTRAL EUROPEAN
POLITICAL SCIENCE
REVIEW
2024
Spring

Quarterly of Central European Political Science Alliance

Volume: 25
Number: 95

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