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1
Bartha, Peter F. „Organizational competence in business-government relations: A managerial perspective“. Canadian Public Administration/Administration publique du Canada 28, Nr. 2 (Juni 1985): 202–20. http://dx.doi.org/10.1111/j.1754-7121.1985.tb00511.x.
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In response to the many pressures facing public higher education, public universities are experimenting with business-oriented practices that seem likely to alter their nature and purposes. In this paper, we examine several hybrid experiments—new organizational strategies intended deliberately, sometimes explicitly, to hybridize the traditional norms and practices associated with academia and business at one emblematic public university. These cases illustrate how each hybrid experiment is a tacit response to existing norms and strategies that govern the university–business boundary, initiated as a hedge against the challenging fiscal and political climate. Taken together, they do not lead to a unitary and/or linear spread of business codes and practices. Instead, what some have referred to as “business logic” appears multifaceted, having many elements that are deployed, institutionalized, and perceived differently in different contexts, even within a single university.
3
Ha, Hyunsang, und Richard C. Feiock. „Bargaining, Networks, and Management of Municipal Development Subsidies“. American Review of Public Administration 42, Nr. 4 (10.05.2011): 481–97. http://dx.doi.org/10.1177/0275074011408588.
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This article investigates why cities use fiscal analyses such as cost–benefit analysis and/or fiscal impact analysis to manage offers of economic development incentives to business. We advance an approach to understanding economic development subsidies and control mechanisms that integrate political bargaining and network theories. Municipal bargaining power, institutional incentives, and organizational networks are hypothesized to influence development subsidy decisions. The results confirm that local governments’ bargaining power and political institutions influence the degree to which cities use fiscal analyses. In addition, public/private organizational networks that bridge public and private sectors by linking quasigovernmental organizations and local governments increase information and credibility thus leading to greater use of fiscal analyses.
4
SUŁKOWSKI, Łukasz, Robert SELIGA, Piotr BUŁA und Katarzyna KOLASIŃSKA-MORAWSKA. „Professionalization of university management in Poland“. ADMINISTRATIE SI MANAGEMENT PUBLIC 1, Nr. 35 (27.11.2020): 167–83. http://dx.doi.org/10.24818/amp/2020.35-11.
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The professionalization of university management takes place in many countries and is part of the transformation of the higher education sector. Professionalization of university management in the USA, Great Britain, many EU countries and other parts of the world includes the implementation of the concept of strategic management of public and private universities, as well as strengthening and improving the administration and professional development of managers in the higher education sector. The adoption of Law 2.0 creates an organizational space for the introduction of various management solutions. The basis of organizational changes is the increase in competition, diversity of the university's mission and internationalization. It can be argued that greater freedom in the application of various organizational solutions and increased competition will favor the professionalization of management. Numerous strategic, structural and managerial solutions will be tested at universities and adjusted to their needs.
5
Donalds, E. Stokes. „Political and organizational analysis in the policy curriculum“. Journal of Policy Analysis and Management 6, Nr. 1 (01.02.2007): 45–55. http://dx.doi.org/10.1002/pam.4050060105.
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Jeong, Bok Gyo, und Sung-Ju Kim. „NPO/NGO Education in Public Administration in South Korea“. Journal of Public and Nonprofit Affairs 7, Nr. 2 (01.08.2021): 173–91. http://dx.doi.org/10.20899/jpna.7.2.173-191.
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This study examines how NPO/NGO-related themes and theories are incorporated into public administration education in South Korea. By analyzing NPO/NGO-related courses in selected public administration programs, this research breaks down their curricula into major categories from the public administration and policy standpoints. This study found that civil society constitutes the public administration environment on the macro-level, while NPO/NGOs are key actors in the participatory governance and contracting-out on the micro-level. From the public policy standpoint, the advocacy function of NPO/NGOs took the central role in the public policy formation stage, while their service delivery function was highlighted in the public policy implementation stage. South Korean PA education is evaluated to take a top-down-style approach in embracing the roles of NPO/NGOs in the public policy implementation process. This study contributes to strengthening ties between PA education and NPO/NGO education and practices.
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Yavuz, Devrim. „Testing Large Business's Commitment to Democracy: Business Organizations and the Secular–Muslim Conflict in Turkey“. Government and Opposition 45, Nr. 1 (2010): 73–92. http://dx.doi.org/10.1111/j.1477-7053.2009.01296.x.
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AbstractThis article argues that the Turkish economic elite – represented by the Turkish Industrialists' and Businessmen's Association (TÜSİAD) – has preserved its liberal democratic stance despite tensions between the religious Justice and Development Party (AKP) and the secularist establishment. Although secular itself, large business maintained a moderate position in the conflict and has continued to push for democratization thanks, in part, to organizational factors that ensure consistency in the larger goals of the association. The article thus claims that studying business as organization rather than business as capital can help the comparative literature understand how entrepreneurs' commitment to democracy under capitalism can become long term.
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Meier, Kenneth J., Laurence J. O'Toole und Sean Nicholson-Crotty. „Multilevel governance and organizational performance: Investigating the political-bureaucratic labyrinth“. Journal of Policy Analysis and Management 23, Nr. 1 (2003): 31–47. http://dx.doi.org/10.1002/pam.10177.
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Solomon, Susan Gross. „“Being There”: Fact-Finding and Policymaking: The Rockefeller Foundation's Division of Medical Education and the “Russian Matter,” 1925–1927“. Journal of Policy History 14, Nr. 4 (Oktober 2002): 384–416. http://dx.doi.org/10.1353/jph.2002.0027.
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The last quarter century has witnessed a rising tide of skepticism among scholars about the link between information-gathering and policymaking. Drawing on several decades of research and rethinking, students of organizational behavior concluded that organizations collect information for reasons that have more to do with organizational dynamics than with the making of choice. Students of public policy found high-stakes policy controversies deeply resistant to recourse to “the facts.”
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Perry, James, und A. W. McEachern. „Organizational Illusions“. Journal of Policy Analysis and Management 4, Nr. 3 (1985): 468. http://dx.doi.org/10.2307/3324239.
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Meier, Kenneth J., und Laurence J. O'Toole. „Public management and organizational performance: The effect of managerial quality“. Journal of Policy Analysis and Management 21, Nr. 4 (2002): 629–43. http://dx.doi.org/10.1002/pam.10078.
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Coen, David, und Matia Vannoni. „Where Are the Revolving Doors in Brussels? Sector Switching and Career Progression in EU Business–Government Affairs“. American Review of Public Administration 50, Nr. 1 (09.07.2019): 3–17. http://dx.doi.org/10.1177/0275074019861360.
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By applying event history analysis to a unique large sample of more than 300 government affairs managers working for companies active in the European Union (EU), this article investigates whether managers with work experience in the public or nonprofit sector are more likely to progress in their career in their current company and whether career progression depends on when that experience takes place. The findings suggest that managers with experience in the public and nonprofit sector are less likely to progress in their careers. This effect becomes stronger when the stage of the career at which the manager had experience in the public sector is taken into consideration. These findings are contrary to the expectations from the public and private management literature and suggest that we should see less revolving door activity in Brussels. We propose that these findings are driven by the distinct EU public policy process and the variance in individual and organizational incentives in the EU public sector.
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van Erp, Judith, und Kim Loyens. „Why External Witnesses Report Organizational Misconduct to Inspectorates: A Comparative Case Study in Three Inspectorates“. Administration & Society 52, Nr. 2 (14.07.2018): 265–91. http://dx.doi.org/10.1177/0095399718787771.
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Inspectorates and enforcement agencies increasingly depend on information from societal actors to detect and enforce business offenses, but little is known about the factors underlying external reporting. This paper aims to contribute to a better understanding of what drives external reporters to report offenses to enforcement agencies, and how reporters experience the reporting process. Potential reasons to report are derived of the literature on whistleblowing and on business relations within organizational fields. The article then presents findings of an extensive comparative, qualitative empirical study on reporting businesses. We find that reporters aim to incapacitate competitors who gain economic advantage by bending the rules, and regard inspectorates as their ally in maintaining a level playing field.
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Jin, Myung H., Bruce McDonald und Jaehee Park. „Does Public Service Motivation Matter in Public Higher Education? Testing the Theories of Person–Organization Fit and Organizational Commitment Through a Serial Multiple Mediation Model“. American Review of Public Administration 48, Nr. 1 (17.06.2016): 82–97. http://dx.doi.org/10.1177/0275074016652243.
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To address some of the inconsistencies in the literature regarding links between public service motivation (PSM) and individual performance, this study proposes and tests a three-path mediation model in public higher education in which the relationship is mediated by person–organization fit (P-O fit) and organizational commitment (OC) in serial. Based on a sample of 692 faculty at an urban public university, we find that P-O fit and OC as a causal chain mediate the relationship between PSM and organizational citizenship behavior and that this mediated relationship varies depending on the specific context of the performance dimensions. While PSM has positive influence on service through its effect on P-O fit and OC in serial, the results indicate an indirect negative effect on research productivity and no association with teaching. The results regarding both direct and indirect effects further reveal that the directions and significance of the relationships can vary depending on how performance is conceptualized.
15
Kyarimpa, Genevieve Enid, und Jean-Claude Garcia-Zamor. „The Quest for Public Service Ethics: Individual Conscience and Organizational Constraints“. Public Money and Management 26, Nr. 1 (Januar 2006): 31–38. http://dx.doi.org/10.1111/j.1467-9302.2005.00498.x.
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Anessi-Pessina, Eugenio, und Mariafrancesca Sicilia. „Do Top Managers’ Individual Characteristics Affect Accounting Manipulation in the Public Sector?“ Journal of Public Administration Research and Theory 30, Nr. 3 (26.11.2019): 465–84. http://dx.doi.org/10.1093/jopart/muz038.
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Abstract Drawing on upper echelons theory, the article investigates the potential impact of top managers’ background and demographic characteristics and personality traits on organizational decisions in the public sector. The top-management figure being investigated is the municipal chief financial officer (CFO) and the specific organizational decision under analysis is the extent of revenue misrepresentation during both budget formulation and execution. The empirical setting is provided by the CFOs of Italian municipalities with populations above 15,000 over a 3-year period (2012–14). Financial data are drawn from existing databases. Non-financial data are collected through an online survey. The results show that top managers’ individual characteristics and traits do influence the extent of accounting manipulation. In particular, revenue misrepresentation was found to be smaller in the presence of female managers, managers with degrees in business administration, and managers describing themselves as “conscientious”. These effects on accounting manipulation were moderated by auditors’ and opposition councilors’ oversight, managers’ experience, and the presence of local elections. The article extends upper echelons theory and its applications in several directions: from the private to the public context, from CEOs to CFOs, from managerial decisions in general to accounting choices, and from background and demographic variables to personality traits.
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Molina, Angel Luis. „Ethnoracial Representation and the Politics of Public-Sector Responsiveness“. American Review of Public Administration 50, Nr. 2 (16.09.2019): 193–204. http://dx.doi.org/10.1177/0275074019874454.
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Representation in service-providing organizations is vital to the inclusion of ethnoracial minorities in a democratic society. The political contexts that encompass these organizations can influence the equity of services that historically underserved groups experience. These contexts are especially meaningful for Latino communities, where bureaucratic representation is a growing venue of responsiveness in American democracy. Yet relatively little attention has been devoted to understanding how this politics – bureaucracy intersection influences their outcomes. This study focuses on this intersection against the backdrop of Latinos and education governance. Combining data from various sources, the empirical analysis examines the relationship between political contexts and group representation among managers and street-level personnel. The findings reveal that factors such as community partisanship significantly affect Latinos’ representation and educational outcomes. They also highlight the need for a deeper understanding of how such factors influence the representation and inclusion of Latinos and other ethnoracial minorities across an array of organizational settings.
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Stradi Granados, María Stella. „Characterization and Analysis of Business Incubation Systems in Costa Rica: The Case of Public Universities“. Innovar 29, Nr. 74 (01.10.2019): 57–70. http://dx.doi.org/10.15446/innovar.v29n74.82061.
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Despite the inexistence (or disintegration) of data and pertinent information this study, conducted in 2015, describes the characteristics of an incubation business model that proposes an integral vision of this ecosystem in Costa Rica. This exploratory study uses typical information collection techniques for the application of a qualitative paradigm with ethnographic elements. In-depth interviews were carried out with business incubator managers holding active projects at public universities in Costa Rica, and a digital questionnaire was sent to incubators managers in Latin American (Chile and Mexico) to compare relevant aspects between incubators. As a result, 81 characteristics were determined and grouped in a model of eight categories: constituent aspects, directive profile, organizational model, management strategies, operational resources, strategic alliances, project management, and student relationship. Even though common elements are present in incubators, it was also determined that each model has its own identity with multiple distinctive characteristics, such as: an organizational model, an academic model, available resources and standardization processes for potential entrepreneurs.
20
Mousa, Mohamed. „Organizational inclusion and academics’ psychological contract“. Equality, Diversity and Inclusion: An International Journal 39, Nr. 2 (07.10.2019): 126–44. http://dx.doi.org/10.1108/edi-01-2019-0014.
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Purpose The purpose of this paper is to focus on three Egyptian public business schools in an attempt to explore the impact of organizational inclusion on the psychological contract with academics through the mediating the role of responsible leadership. Design/methodology/approach A total of 330 academics were contacted and given a set of questionnaires. After three follow-ups, a total of 240 responses were collected with a response rate of 72.73 percent. Multiple regressions were employed to indicate the level of variation in the types of psychological contract can be explained by organizational inclusion and responsible leadership. Findings The findings highlighted a positive impact for organizational inclusion on the psychological contract with academics through mediating responsible leadership or, in other words, the statistical analysis showed that responsible leadership has a role in mediating the relationship between the organizational inclusion of academics and their psychological contract type. Originality/value This paper contributes by filling a gap in HR management and higher education literature in which empirical studies on the relationship between organizational inclusion, responsible leadership and the psychological contract with academics have been limited until now. This may create better research opportunities for cross-disciplinary papers by scholars of HR, higher education and leadership.
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Leavitt, William M. „Applying the Lessons of Quality Customer Service in Public Organizations“. Public Works Management & Policy 1, Nr. 2 (Oktober 1996): 185–94. http://dx.doi.org/10.1177/1087724x9600100207.
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This article is concerned with the development of productive, high-quality customer service operations. It focuses on key areas related to service quality in the public sector: customer service strategies, organizational structures, and organizational systems. The effect of organization vision and values on the development of customer service strategies is explored, and the use of a high-performance organization model is proposed. In terms of organization structure, this article focuses on the implications and effect of using work teams in customer service operations. The organization systems reviewed specifically involve the selection and hiring of customer service personnel as well as compensation plans for frontline employees. There are other important administrative systems, but these activities play key roles in the performance and productivity of public-sector customer service personnel.
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Conner, Thaddieus W. „Exploring the Diverse Effects of Stakeholder Engagement on Organizational Performance“. American Review of Public Administration 47, Nr. 6 (06.12.2015): 634–47. http://dx.doi.org/10.1177/0275074015618785.
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Collaborative partnerships and stakeholder engagement support an exchange of information, ideas, and resources that are critical to successful policy implementation in the 21st century. Such multiorganizational arrangements accompany expectations that collaboration will lead to improved policy outcomes and organizational performance that would not otherwise be possible in more hierarchical settings. However, our knowledge of how collaborative partnerships contribute to the full spectrum of potential impacts ranging from direct substantive outcomes to more indirect process-oriented improvements remains limited. Using data from a unique survey of 150 Indian education directors in New Mexico and Oklahoma, the following study explores how collaboration between public officials and Native American communities is related to perceived improvements in organizational performance across eight different direct and indirect measures. The results demonstrate that higher levels of collaboration are positively related to perceived improvements in direct substantive outcomes for Native American students. However, collaboration has less of an impact on more process-oriented outcomes including improved joint problem solving and cross-cultural learning with stakeholders suggesting the presence of differential effects. This research makes meaningful contributions to our understanding of the diverse impacts of collaboration, and the degree to which stakeholder engagement is related to more positive outcomes in public school districts.
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Rutherford, Amanda, und Joris van der Voet. „Shifting Administrative Intensity and Employee Composition: Cutback Management in Education“. American Review of Public Administration 49, Nr. 6 (20.08.2018): 704–19. http://dx.doi.org/10.1177/0275074018794701.
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Many public organizations are increasingly confronted with substantive and unpredictable reductions of financial resources. Despite growing research attention to this issue, empirical investigation of the organizational consequences of decline and turbulence has been limited. This article aims to understand the combined effects of decline and turbulence on personnel, one of the largest expenditure categories in organizations. Analyses use data from 2- and 4-year public institutions of higher education in the United States from 1988 to 2012. Findings in this context suggest that while decline alone has little to no effect on staffing, turbulence is associated with larger effects that are moderated by decline. Two-year institutions more closely resemble operational, efficiency-oriented responses to turbulence, and 4-year institutions reflect a more strategic reaction.
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Brickson, Shelley L. „Organizational Identity Orientation: Forging a Link between Organizational Identity and Organizations' Relations with Stakeholders“. Administrative Science Quarterly 50, Nr. 4 (Dezember 2005): 576–609. http://dx.doi.org/10.2189/asqu.50.4.576.
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To better understand the connection between organizational identity and how organizations relate to their stakeholders, this paper introduces the construct of identity orientation, previously applied at the individual-level of analysis, at the organizational-level of analysis and proposes that organizations have three distinct identity orientations: individualistic, relational, and collectivistic. In a field study using qualitative and quantitative methods and including 1,126 participants from 88 organizations in the legal services and non-alcoholic beverage industries, I assess the construct's viability, explore its properties, and analyze its predictors at multiple levels of analysis. Results reveal that organizations' relations with stakeholders constitute a prominent feature of organizational identity, that relations with external and internal stakeholders are perceived as tightly coupled, that both pure and hybrid identity orientation types are relatively common, and that identity orientation varies widely among business organizations. Further, specific organizational variables bearing on organizations' stakeholder relations appear to be stronger predictors of identity orientation than general organizational-level or individual-level variables. Implications for a range of literatures addressing organizations' external (stakeholder management, interorganizational relations) and internal relations (human resource management, psychological contracts) are discussed.
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Dolamore, Stephanie, und Tara N. Richards. „Assessing the Organizational Culture of Higher Education Institutions in an Era of #MeToo“. Public Administration Review 80, Nr. 6 (18.03.2020): 1133–37. http://dx.doi.org/10.1111/puar.13179.
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Rosta, Miklós. „Schizophrenic public administration reform in Hungary. Tension between anti-NPM systemic and pro-NPM organizational reforms“. Society and Economy 37, Nr. 2 (Juni 2015): 183–206. http://dx.doi.org/10.1556/204.2015.37.2.3.
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The aim of the paper is to highlight the main characteristics of the recent Hungarian public administration reform, as well as to reveal the inconsistent nature of some of its elements and to describe the connected risks. The starting point of the article is the Magyary Zoltán public administration development programme. The reform steps are compared to the ideal type NPM approach. The Hungarian public administration reform can be characterized by strong centralization and the revitalization of Hungarian anti-liberal traditions at macro level, and by the support of the enhancement of market rules and management at micro level.
27
Frølich, Nicoline, Tom Christensen und Bjørn Stensaker. „Strengthening the strategic capacity of public universities: The role of internal governance models“. Public Policy and Administration 34, Nr. 4 (14.03.2018): 475–93. http://dx.doi.org/10.1177/0952076718762041.
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Governments in Europe have emphasized the development of more autonomous public universities over the last couple of decades. Often, the aim of these reform policies has been to stimulate to a more competitive and agile higher education sector, where increased formal autonomy is perceived as a key condition to strengthen the strategic capacity of universities. These reforms have resulted in considerable shifts in the internal governance models of some universities, while others have kept their traditional governance models. In this article, instrumental and cultural perspectives derived from organizational theory are used as lenses to compare how universities with different internal governance models organize and structure their strategic development processes. Our findings suggest that internal governance models have little impact on the design and organization of strategic processes. In conclusion, it is argued that changes in internal governance arrangements alone are not enough to drive transformation in higher education institutions, and the issue of formal institutional autonomy is intimately linked to how various policy instruments at the system level are designed and coordinated.
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ISAAC, JOEL. „TANGLED LOOPS: THEORY, HISTORY, AND THE HUMAN SCIENCES IN MODERN AMERICA“. Modern Intellectual History 6, Nr. 2 (August 2009): 397–424. http://dx.doi.org/10.1017/s1479244309002145.
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During the first two decades of the Cold War, a new kind of academic figure became prominent in American public life: the credentialed social scientist or expert in the sciences of administration who was also, to use the parlance of the time, a “man of affairs.” Some were academic high-fliers conscripted into government roles in which their intellectual and organizational talents could be exploited. McGeorge Bundy, Walt Rostow, and Robert McNamara are the archetypes of such persons. An overlapping group of scholars became policymakers and political advisers on issues ranging from social welfare provision to nation-building in emerging postcolonial states. Many of these men—and almost without exception they were men—were also consummate operators within the patronage system that grew up around American universities after World War II. Postwar leaders of the social and administrative sciences such as Talcott Parsons and Herbert Simon were skilled scientific brokers of just this sort: good “committee men,” grant-getters, proponents of interdisciplinary inquiry, and institution-builders. This hard-nosed, suit-wearing, business-like persona was connected to new, technologically refined forms of social science. No longer sage-like social philosophers or hardscrabble, number-crunching empiricists, academic human scientists portrayed themselves as possessors of tools and programs designed for precision social engineering. Antediluvian “social science” was eschewed in favour of mathematical, behavioural, and systems-based approaches to “human relations” such as operations research, behavioral science, game theory, systems theory, and cognitive science.
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Kim, Sangmook. „Women and family-friendly policies in the Korean government“. International Review of Administrative Sciences 74, Nr. 3 (September 2008): 463–76. http://dx.doi.org/10.1177/0020852308095313.
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This paper discusses the desires and realities of women and family-friendly policies in the Korean government. The implementation of policies for gender equality during the past two decades has increased the ratio of women in the civil service. As the number of women in the government has increased, family-friendly policies have been provided for civil servants to balance work and personal life. Family-friendly policies are expected to positively affect the civil servants and government performance. However, the family-friendly policies are not effectively implemented because they are not properly bundled, and civil servants are reluctant to take advantage of these policies under male-centered organizational practices. To aid civil servants in balancing the role requirements of work and family, government organizations should create family-friendly work environments by not only instituting various proper family-friendly programs but also by promoting a supportive culture. Several efforts for establishing such a supportive culture are suggested. Points for practitioners To aid civil servants in balancing the role requirements of work and family, government organizations should create family-friendly work environments by instituting various family-friendly programs and by promoting supportive work—family culture. Only providing family-friendly programs without promoting cultural change is insufficient. Several efforts are essential to establish a supportive work—family culture. First of all, the organizational leaders should be aware of the positive effects of family-friendly programs on employees' attitude and behavior and organizational performance. They need to make civil servants believe that their careers will not be negatively affected by using family-friendly benefits through providing them with counseling and education on family-friendly programs and work—life balance. They should also make every effort to reduce the male-centered organizational practices and to support the work—family concerns of the civil servants.
30
Overton, Michael. „The Public Affairs Faculty Manual: A Guide to the Effective Management of Public Affairs Programs Edited by Bruce McDonald III and William Hatcher“. Journal of Public and Nonprofit Affairs 7, Nr. 2 (01.08.2021): 293–96. http://dx.doi.org/10.20899/jpna.7.2.293-296.
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In The Public Affairs Faculty Manual: A Guide to the Effective Management of Public Affairs Programs, editors Bruce McDonald III and William Hatcher, provide a broad overview on designing, leading, and managing a public affairs (PA) program. The edited volume is explicitly written for PA faculty in new leadership roles in higher education, though it is a useful reference for administrators of all levels and even useful for regular faculty. Despite excellent journals focused on PA education, such as Journal of Public Affairs Education, and Teaching Public Administration, there is a clear need for a focused cultivation of fundamental knowledge, research, and experience-informed advice for academic administrators in PA programs.
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Tosun, Jale. „Promoting youth employment through multi-organizational governance“. Public Money & Management 37, Nr. 1 (24.11.2016): 39–46. http://dx.doi.org/10.1080/09540962.2016.1249230.
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Comfort, Louise K. „Action Research: A Model for Organizational Learning“. Journal of Policy Analysis and Management 5, Nr. 1 (1985): 100. http://dx.doi.org/10.2307/3323415.
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Comfort, Louise K. „Action research: A model for organizational learning“. Journal of Policy Analysis and Management 5, Nr. 1 (01.02.2007): 100–118. http://dx.doi.org/10.1002/pam.4050050106.
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Sanchez, Thomas W., Timothy O. Borich und Riad G. Mahayni. „Sharing of Public Works Services by Small Towns“. Public Works Management & Policy 2, Nr. 4 (April 1998): 327–39. http://dx.doi.org/10.1177/1087724x9800200406.
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Many federal initiatives now being considered are aimed at increasing the fiscal responsibilities of local and county governments in providing public works services. However, the feasibility of providing the necessary mix of public works in small towns is not easily accomplished, and there is a need to assess and evaluate the efficiency of the delivery of these services when they are offered. A method advocated to increase small town and rural county government efficiency in delivering such services is to share them with other towns, cities, and counties. A survey of Iowa communities was conducted to assess and analyze the extent of public works/services provision and sharing. The fundamental hypothesis is that the propensity to share services is a function of community size, which results in cost efficiencies in service provision. The results of the survey did not confirm this hypothesis. It may be that service sharing is more likely a function of organizational and institutional processes.
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Agyenim-Boateng, Cletus, Anne Stafford und Pam Stapleton. „Does the United Kingdom’s Local Improvement Finance Trust (LIFT) Scheme for Primary Health Care Enhance Partnership Working?“ Public Works Management & Policy 25, Nr. 3 (20.01.2020): 231–43. http://dx.doi.org/10.1177/1087724x19899401.
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This article draws on a qualitative case study comparing two U.K. primary health care schemes which were entered into as part of the Local Improvement Finance Trust (LIFT) policy. LIFT takes the form of a social infrastructure Public Private Partnership (PPP) where public procurers and private suppliers work together in active long-term partnering agreements to deliver local primary health care facilities. The organizational structure is that of a joint venture company which is jointly owned by public and private partners, with the expectation that by having both the public and private sector represented on the company board partnership working between the two sectors is enhanced. The two schemes studied delivered contrasting results. One scheme showed how the private sector dominated the board, making partnership working difficult to achieve in the context of directors following their fiduciary role to maximize profits for shareholders. However, the findings from the second scheme showed that partnership working and LIFT success may be dependent on trust, general business ethos, and key personalities working together. Policy makers should therefore pay attention to not only the organizational structures, but also how the private sector controls and governance are exercised to benefit all stakeholders.
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Light, Paul C. „Perspectives on performance measurement and public sector accounting; Organizational performance and measurement in the public sector: Toward service, effort, and accomplishment reporting; and measuring outcome in the public sector“. Journal of Policy Analysis and Management 16, Nr. 2 (1997): 328–33. http://dx.doi.org/10.1002/(sici)1520-6688(199721)16:2<328::aid-pam14>3.0.co;2-f.
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Kim, Sangmook. „National culture and public service motivation: investigating the relationship using Hofstede’s five cultural dimensions“. International Review of Administrative Sciences 83, Nr. 1_suppl (09.07.2016): 23–40. http://dx.doi.org/10.1177/0020852315596214.
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Much research has focused on finding and explaining the antecedents, correlates, and outcomes of public service motivation (PSM), but little is known about the influence of national context on individuals’ PSM. Previous research suggests that national culture may exert an independent influence on individuals’ PSM. This article examines PSM as an individual-level variable that is related to national culture, which is represented by Hofstede’s cultural dimensions. Using data from the International Social Survey Programme (2005), I investigate the relationship between cultural dimensions and individuals’ PSM. This article demonstrates that masculinity and indulgence are positively related to individuals’ PSM, whereas individualism is negatively associated with individuals’ PSM. However, power distance and uncertainty avoidance have a non-significant relationship with PSM. This article provides partial support for the thesis that national culture is associated with individuals’ PSM, but future research is required to explicate the relationship of cultural characteristics to individuals’ PSM. Points for practitioners Culture influences certain types of behavior both directly and indirectly. The article suggests that cultural tendencies such as masculinity, indulgence, and collectivism have a significant positive influence on individuals’ PSM. Organizational education and socialization enhancing these cultural values are likely to foster employees’ PSM.
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Veselý, Arnošt, und Anna Zelinková. „Public Policy Programmes and Policy Analysis Instruction in the Czech Republic“. Central European Journal of Public Policy 9, Nr. 1 (01.05.2015): 50–63. http://dx.doi.org/10.1515/cejpp-2016-0003.
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Abstract The aim of the paper is to provide the first systematic review of instruction in public policy programmes (PPP) in the Czech Republic and examine the role and nature of policy analysis therein. First, the Czech higher education system is briefly described. Second, an overview of PPP in the Czech Republic is provided. This analysis is based upon a publicly available list of degree programmes accredited by the Ministry of Education, Youth and Sports, an internet search, e-mail correspondence with public policy and policy analysis instructors, and syllabuses. It is shown that while a diverse set approaches is used, the classical “positivist” perspective is clearly dominant. Third, using survey data (N = 192) we analyse the views of Public and Social Policy graduates on the importance of competences in practice and the quality of actually learnt competences. Last, preliminary conclusions on public policy/policy analysis instruction in the Czech Republic are discussed. It is shown that public policy instruction is rather fragmented and is institutionalized under different disciplines. The respondents were most satisfied with gaining skills in the areas of policy analysis, ability to orient oneself and acquire new knowledge, and strategic and analytical thinking. In contrast, they were least satisfied with acquiring organizational skills, practical professional experience and skills, and computer literacy.
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Farhan Swadi, Amel, und Ahmad Abed al-hayy Al-dalaien. „Impact of organizational entrepreneurship characteristics on entrepreneurial orientation: Moderating role of firm size and education“. Problems and Perspectives in Management 19, Nr. 3 (27.09.2021): 478–87. http://dx.doi.org/10.21511/ppm.19(3).2021.39.
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Organizational entrepreneurial characteristics (OEC) have received less attention compared with the individual entrepreneurial ones. In addition, few studies examined this issue in the context of small and medium enterprises (SMEs) in developing countries. The purpose of this study is to examine the impact of OEC on the entrepreneurial orientation (EO) of an organizational member. OEC are operationalized to include top management support (TMS), organizational culture (OC), and transformational leadership (TL). Two moderators are proposed in this study: the CEO’s education and company`s size. The data were collected via purposive sampling using a questionnaire; a survey included 206 SMEs in Iraq. The data were analyzed using AMOS. The findings indicate that the impact of EOC (B = 0.14) on OE is positive. Its dimensions TL (B = 0.14) and TMS (0.50) also impacted positively the OE. CEO’s education and company size moderated positively the effect of OEC on OE. Decision makers are advised to pay more attention to leadership style and adopt open culture as well as free expression and tolerance among SMEs in Iraq.
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Rogers, Kristie M., Kevin G. Corley und Blake E. Ashforth. „Seeing More than Orange: Organizational Respect and Positive Identity Transformation in a Prison Context“. Administrative Science Quarterly 62, Nr. 2 (16.11.2016): 219–69. http://dx.doi.org/10.1177/0001839216678842.
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This paper develops grounded theory on how receiving respect at work enables individuals to engage in positive identity transformation and the resulting personal and work-related outcomes. A company that employs inmates at a state prison to perform professional business-to-business marketing services provided a unique context for data collection. Our data indicate that inmates experienced respect in two distinct ways, generalized and particularized, which initiated an identity decoupling process that allowed them to distinguish between their inmate identity and their desired future selves and to construct transitional identities that facilitated positive change. The social context of the organization provided opportunities for personal and social identities to be claimed, respected, and granted, producing social validation and enabling individuals to feel secure in their transitional identities. We find that security in personal identities produces primarily performance-related outcomes, whereas security in the company identity produces primarily well-being-related outcomes. Further, these two types of security together foster an integration of seemingly incompatible identities—”identity holism”—as employees progress toward becoming their desired selves. Our work suggests that organizations can play a generative role in improving the lives of their members through respect-based processes.
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Springdal, Kent, und Martha Mador. „Organizational Changes Resulting from the Privatization of State Enterprises“. Public Money and Management 24, Nr. 1 (Januar 2004): 69–80. http://dx.doi.org/10.1111/j.1467-9302.2004.00395.x.
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Hill, Carolyn J. „Unleashing change: A study of organizational renewal in government“. Journal of Policy Analysis and Management 25, Nr. 3 (2006): 737–41. http://dx.doi.org/10.1002/pam.20203.
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Tuckman, Howard P. „Competition, commercialization, and the evolution of nonprofit organizational structures“. Journal of Policy Analysis and Management 17, Nr. 2 (1998): 175–94. http://dx.doi.org/10.1002/(sici)1520-6688(199821)17:2<175::aid-pam4>3.0.co;2-e.
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Nu Ngoc Ton, Han, Phuong V. Nguyen, Luan The Vuong und Hoa Quynh Tran. „Employee engagement and best practices of internal public relations to harvest job performance in organizations“. Problems and Perspectives in Management 19, Nr. 3 (21.09.2021): 408–20. http://dx.doi.org/10.21511/ppm.19(3).2021.33.
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Internal public relations are used to control the relationship between the organization and its employees. The paper explored whether and how internal public relations stimulate employees’ life satisfaction and job performance. The conceptual framework was built to link internal social media, perceived organizational transparency (POT), organizational identification, employee engagement, life satisfaction, and job performance. Using the hierarchical component model with employee engagement measured by job engagement and organizational engagement is a nascent point from this study. A mass survey was distributed to employees working in the aviation industry in southern Vietnam. Partial least squares structural equation modeling was used to analyze primary data from 193 valid respondents. It reveals that POT, internal social media, and organizational identification significantly positively impact employee engagement. It shows that employee engagement has significantly positive impacts on life satisfaction and job performance. It indicates that both organizational identification and POT are partial mediators intervening in the strong relationship between employee engagement and internal social media. It also indicates that life satisfaction is a partial mediator intervening the positive linkage between employee engagement and job performance. Practical implications and theoretical contributions were suggested for using internal public relations to enhance employees’ life satisfaction, and job performance. AcknowledgmentThis study is funded by Vietnam National University of Ho Chi Minh City (VNU-HCMC) under grant number B2020-28-02.
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Rutherford, Amanda. „The Role of Managerial Fit in Determining Organizational Performance: An Empirical Assessment of Presidents in U.S. Higher Education“. American Review of Public Administration 47, Nr. 7 (06.04.2016): 764–78. http://dx.doi.org/10.1177/0275074016642569.
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The question of managerial fit—the congruence between a manager and his or her environment—has become widely debated by policymakers, practitioners, and scholars from a number of fields as the occurrence of non-internal management hires has increased across many types of organizations. Although many assume that higher levels of fit in an organization will generate better performance, others argue that misfits are better suited at leading organizations as motivated change agents. In this study, a measure of person–organization fit is created using original cross-sectional time-series data on U.S. university presidents from 1993 to 2009. Findings indicate that maximizing fit is not always ideal and that fit has a nonlinear relationship with organizational performance such that some fit is healthy but high fit can be detrimental for student performance measures.
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Jung, Jiwon, Barry Bozeman und Monica Gaughan. „Fear in Bureaucracy: Comparing Public and Private Sector Workers’ Expectations of Punishment“. Administration & Society 52, Nr. 2 (02.07.2018): 233–64. http://dx.doi.org/10.1177/0095399718783647.
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When employees fear punishment for taking initiative, organizations are likely to be less effective and, equally important, such fear extracts a human toll, often contributing to a variety of manifestations of unhappiness including diminished health. We focus on two different types of fears of punishment, fear of being punished for presenting new ideas and for bending organizational rules. Employing Mechanical Turk crowdsourcing data from 1,189 participants in the 2015 survey of National Administrative Studies Project Citizen, we test hypotheses about possible differences in fear of punishment according to sector (government vs. business), general risk propensity, views about coworkers, job clarity, gender, and whether respondents are members of an underrepresented racial or ethnic minority. Using nested robust regression models, we find that the two different types of fear of punishment are predicted by different variables. Sector has no bearing on fear of punishment for presenting new ideas but is a major predictor of differences in fear of bending the rules, with government employees being more fearful. While gender has no significant effects, being a racial minority is closely related to fear of presenting new ideas. Having a negative view of one’s fellow workers, particularly one’s supervisor, is associated with greater fear of punishment from both rule bending and presenting new ideas. Those with a clear organization mission and job clarity are less likely to be afraid of punishment for proposing innovative ideas but not necessarily for bending rules. We suggest that the results have implications for managerial practice and human resource reform.
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Guy, Mary. „Mom Work Versus Dad Work in Local Government“. Administration & Society 49, Nr. 1 (27.07.2016): 48–64. http://dx.doi.org/10.1177/0095399716641989.
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The work context reconstructs the feminine and the masculine, rendering public service a mirror of gender asymmetry. Nowhere is this clearer than in local government, where many face-to-face services are delivered. In cities and counties, the largest job categories are education and police work. Almost 90% of elementary school teachers are women and less than 12% of police officers are women. The sequelae to job segregation—overlooking the emotive component of jobs, pay inequity, and glass walls—will not change until organizational logic catches up with a more nuanced appreciation of gender.
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Reeder, Neil. „Organizational culture and career development in the British civil service“. Public Money & Management 40, Nr. 8 (29.04.2020): 559–68. http://dx.doi.org/10.1080/09540962.2020.1754576.
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Haimes, Yacov Y. „Risk of Terrorism to Cyber-Physical and Organizational-Societal Infrastructures“. Public Works Management & Policy 6, Nr. 4 (April 2002): 231–40. http://dx.doi.org/10.1177/1087724x02006004001.
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Finn, Racheal, und Justin Waring. „Organizational Barriers to Architectural Knowledge and Teamwork in Operating Theatres“. Public Money and Management 26, Nr. 2 (April 2006): 117–24. http://dx.doi.org/10.1111/j.1467-9302.2006.00510.x.
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