:With regulatory reform again on the presidential agenda, the history of the Office of Information and Regulatory Affairs (OIRA) provides a useful case study of organizational effectiveness. In 1981, President Ronald Reagan charged OIRA with imposing cost-benefit analysis on agency regulations, formalizing a new process of centralized regulatory review. But OIRA’s effectiveness flowed less from a single executive order than from the previous decade of presidential experimentation with regulatory review and Reagan’s continued investment in its institutionalization. This article draws extensively on archival documents to understand how regulatory review established itself as a constant of presidential management through the development of attributes such as staff capacity, organizational complexity, bureaucratic leverage, and reputation. Today’s policymakers should heed broader lessons for enhancing organizational effectiveness: singular structural and procedural changes are necessary, but not sufficient, for achieving reform.

中文翻译：

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超越结构和流程：监管审查的早期制度化

：随着监管改革再次提上总统议程，信息和监管事务办公室 (OIRA) 的历史为组织有效性提供了有用的案例研究。1981 年，罗纳德·里根总统责成 OIRA 对机构法规进行成本效益分析，正式制定了集中监管审查的新流程。但 OIRA 的有效性来自于一项行政命令，而不是来自前十年总统对监管审查的试验以及里根对其制度化的持续投资。本文广泛借鉴档案文件，以了解监管审查如何通过员工能力、组织复杂性、官僚影响力和声誉等属性的发展，将自己确立为总统管理的一个常数。