Collaborative Innovation,New Technologies,and Work Redesign

Stakeholders agree on the need to promote innovation in work organization in public services. This article deploys the concept of collaborative innovation to discuss employees' and managers' experiences of a major technology‐driven work redesign project within National Health Service pharmacy services in Scotland. The authors draw on extant literature on New Public Management (NPM) and collaborative approaches to innovation to frame more than 40 in‐depth interviews with managers and employees. They find that key components of collaborative innovation—related to joint problem‐solving, interdisciplinary working, and mutual learning—were important to the success of the redesign project and had positive impacts on job quality for some employees. The authors argue that researchers and policy makers should look beyond NPM‐driven models that have dominated some areas of the public innovation literature to consider the potential added value of collaborative innovation to improving both work and service delivery in the public sector.     

Toward a ‘harmonious society’ through corporate social responsibility

The objective of this paper is to examine how corporate social responsibility (CSR) practices of foreign multinational enterprises in China contribute to China's national priorities, by discussing the relationships between CSR and the building of a ‘harmonious society’ in China. This paper is based on personal reflections, extensive literature review, and 8 years of experiential field work in China by the author. Many CSR programs are found to superficially complement China's harmonious society policy. Only four exemplars out of 20 multinational enterprises surveyed are committed to fostering green growth, improving livelihood, developing outwardly into the west, and promoting a general integration of Chinese business into global markets through social innovations and collaborative projects. The paper posits that it is possible to use CSR as a change agent in China when enlightened public concerns are brought back to business operations through the involvement of non-government organizations, local government, and local citizens and a greater degree of transparency of information. Copyright © 2014 John Wiley & Sons, Ltd.     

Competition and Collaboration in the Contracting of Family Relationship Centres1

In 2005–06 the Australian government announced the establishment of 65 Family Relationship Centres (FRCs) – a ‘gateway’ service assisting separating couples to reach agreement about child custodial arrangements without recourse to courts. The use of a multi‐round competitive contracting regime for the purpose of selecting service providers gave rise to a number of tensions amongst not‐for‐profit organisations (NFPOs) which, to a degree, compromised the full realisation of stated public policy aims. Reporting on fieldwork conducted with a sample of FRC operators, industry representatives and key government officials this article evaluates the extent to which the case of FRCs conforms to critiques commonly aired in the social policy literature that attribute various forms of policy failure and/or social capital depletion to the competitive contracting of human services within quasi‐markets. Although the competitive selection process imposed significant costs on the NFPOs involved, the program also exhibited substantial collaborative and collegial behaviours between government and NFPOs, thus diverging from the critique usually portrayed in the literature.     

Analytics and Beliefs: Competing Explanations for Defining Problems and Choosing Allies and Opponents in Collaborative Environmental Management

The rationale for collaborative environmental management often hinges on two factors: first, specialized training creates biased analytics that require multidisciplinary approaches to solve policy problems; second, normative beliefs among competing actors must be included in policy making to give the process legitimacy and to decide trans‐scientific problems. These two factors are tested as drivers of conflict in an analysis of 76 watershed partnerships. The authors find that analytical bias is a secondary factor to normative beliefs; that depicting the primary driver of conflict in collaborative environmental management as between experts and nonexperts is inaccurate; that compared to the “life” and “physical” sciences, the social sciences and liberal arts have a stronger impact on beliefs and choice of allies and opponents; and that multiple measures are needed to capture the effect of analytical biases. The essay offers lessons for public administrators and highlights the limitations and generalizations of other governing approaches.     

A Multilevel Framework for Effective Interagency Collaboration in Mental Health

The difficulty of coordinating service provision in interagency programs is a challenge for many working in public policy. We reflect on lessons learned through evaluating two inter‐agency supported housing programs for people with mental illness and propose a framework outlining components needed for well co‐ordinated service provision. We specify collaborative mechanisms at the policy, agency, service and client level. The key component is the role of an ‘integration coordinator': a person who is able to facilitate relationships and ensure effective information flows. Relationships need to be actively maintained to meet the inevitable challenges that will arise in complex interagency systems. The framework is relevant to policymakers across the public sector, including mental health, drug and alcohol, aged care, and policing.     

Collaborative Partnerships and Crime in Disorganized Communities

Collaborative partnerships can be an effective strategy for crime prevention, especially in disorganized communities. Using ordinary least squares regression with 414 American cities, this article finds that police departments with many collaborative partnerships are able to promote informal social control within their communities and capitalize on the resources available to them with the help of other groups. This contention is supported by the effects of collaborative partnerships on crime rates in disorganized communities in comparison to well‐organized communities. Thus, collaborative partnerships of public organizations with other groups may insulate disorganized communities from the effects of community disorganization on levels of crime.     

External affairs and trusted family businesses: A research agenda

In the past two decades, the Journal of Public Affairs has solidified corporate public affairs as a legitimate leadership skillset vital to driving future business growth. Yet, more work at a persistently overlooked gap in the Journal, the intersection of public affairs and family businesses, might shed new light on thriving, trusted, and sustainable business practices. This paper examines the unique contributions of family businesses as trusted influencers. As one of the most prominent forms of business, worldwide, family businesses persistently enjoy unusually high levels of public trust while collectively employing millions of wage earners yet their contributions to corporate external affairs research ostensibly have been largely overlooked. These “silent” community and social influencers offer a potentially new perspective on effective public outreach given their persistent and unique trust advantage. Family business' trust-based capabilities can potentially bring new insights to understanding effective stakeholder engagement, credible communications, and issues management—the sweet spot of corporate public affairs functions. Future research opportunities based on relational- and locational- advantages of trusted family businesses are identified.     

Market Orientation and Public Service Performance: New Public Management Gone Mad?

The backbone of theory of the market‐based approach New Public Management is that market orientation improves public service performance. In this article, market orientation is operationalized through the dominant theoretical framework in the business literature: competitor orientation, customer orientation, and interfunctional coordination. Market orientation is examined from the vantage point of three stakeholder groups in English local government: citizens, public servants, and the central government’s agent, the Audit Commission. Findings show that market orientation works best for enhancing citizen satisfaction with local services, but its impacts on the performance judgments of local managers or the Audit Commission are negligible. The conclusion discusses important implications of these findings for research, policy, and practice.     

Cases and Controversies: How Novitiates Are Trained to Be Masters of the Public Policy Universe

Public policy schools were established 30 years ago to provide analytic and management skills to aspiring policy professionals. A centerpiece of policy management training has been the action‐centered teaching case, modeled after the cases long used in business schools. Though other aspects of public management teaching and research have been vigorously debated, little attention has been paid to the content of teaching cases.Taking these texts as a central element in policy student socialization, the authors ask what implicit lessons they convey. A close reading of 10 best‐selling cases from the Kennedy School of Government finds the policy world to be the domain of high‐level, lone protagonists beset by hostile political forces; collaborative problem‐solving is rare, street‐level actors insignificant, and historical, social, and institutional contexts of minimal importance. The article discusses the implications of this construction and raises questions about its appropriateness for the training of future public servants. © 2001 by the Association for Public Policy Analysis and Management.     

Implementing Open Innovation in the Public Sector: The Case of Challenge.gov

As part of the Open Government Initiative, the Barack Obama administration has called for new forms of collaboration with stakeholders to increase the innovativeness of public service delivery. Federal managers are employing a new policy instrument called Challenge.gov to implement open innovation concepts invented in the private sector to crowdsource solutions from previously untapped problem solvers and to leverage collective intelligence to tackle complex social and technical public management problems. The authors highlight the work conducted by the Office of Citizen Services and Innovative Technologies at the General Services Administration, the administrator of the Challenge.gov platform. Specifically, this Administrative Profile features the work of Tammi Marcoullier, program manager for Challenge.gov , and Karen Trebon, deputy program manager, and their role as change agents who mediate collaborative practices between policy makers and public agencies as they navigate the political and legal environments of their local agencies. The profile provides insights into the implementation process of crowdsourcing solutions for public management problems, as well as lessons learned for designing open innovation processes in the public sector.     

Policy Design and Achieving Social Outcomes: A Comparative Analysis of Social Enterprise Policy

This article compares American, British, and Korean social enterprise policies to explore how government policy design shapes social enterprises and how “social benefit” and “public value” are defined. A social enterprise is defined as the legally structured organizational pursuit of blending social purpose and economic profit through business activities, and examples from each country are presented. Applying Bozeman's publicness theory, the authors demonstrate the wide range of roles that governments play in shaping social enterprises' ownership, funding, and control across the three countries using regulations, subsidies, and procurement policies. These roles may affect the impact of social enterprises in society. The case studies show that the U.S. approach to social enterprise policy is heavily market oriented, while the United Kingdom is in the middle of the market-to-publicness continuum, and South Korea is much closer to the publicness (government-dominated) end of the continuum.     

Squaring the Virtuous Circle: Exploring the Potential of the ‘Five Cs’

During his May 2014 visit to Australia Pascal Lamy, former Director General of the World Trade Organization, urged ‘public institutions, civil society, and global businesses’ to forge ‘creative coalitions’ for the purpose of engaging constructively and positively with the complex problems standing in the way of achieving social and economic sustainability. Lamy's visit was but the first of several occasions during 2014 in which intense public discussion erupted about the need for government, business, and civil society to pool their capacities in boundary‐spanning efforts to address complex policy problems. This article investigates whether the public discussion portends a heightened policy focus on the ‘five Cs’: co‐production, co‐design, corporate social responsibility, collective impact, and Lamy's creative coalitions.     

Discovering Collaborative Advantage: The Contributions of Goal Categories and Visual Strategy Mapping

Collaboration can make sense when there is some sort of “collaborative advantage” to be gained, meaning organizations can achieve something together that they cannot easily achieve by themselves. However, the literature is essentially silent on how to identify collaborative advantage. This article addresses this shortcoming in the theory of collaborative advantage for public purposes by proposing a set of goal categories that may be used to help articulate collaborative advantage and introducing the use of visual strategy mapping as part of a facilitated group process to figure out what the collaborative advantage might be. Collaborative advantage, as it is normally understood, consists of shared core goals. Collaborative advantage for public purposes should take into account public values beyond shared core goals.     

One size does not fit all: Matching breadth of stakeholder participation to watershed group accomplishments

The role of the public in US policy making has shifted substantially during the past several decades. This shift is particularly evident in environmental policy, where collaboration among multiple stakeholders is on the rise. Much of the literature on collaborative environmental management emphasizes the need for widespread community involvement, especially from private citizens. Many proponents of collaboration have argued that broad inclusion can lead to better environmental solutions while also establishing legitimacy, building social capital, and overcoming conflicts. Yet such broad inclusion may be costly in terms of time, energy, and resources, and it may not yield the desired results. Thus, a key question is how the breadth of public involvement is linked to collaborative group accomplishments. This study, using watershed groups in Ohio, demonstrates several links between group membership and results. Groups with a broader array of participants tend to excel in watershed plan creation, identifying/prioritizing issues, and group development and maintenance. In addition, groups comprised of a relatively balanced mix of governmental and non-governmental participants are more likely to list planning/research and group development and maintenance results than are groups comprised primarily of non-governmental participants. In contrast, groups with a narrower membership and groups that are composed primarily of non-governmental participants may focus more on pressuring government for policy change.     

Evaluating Collaboration: The Solution to One Problem Often Causes Another

Collaboration has become the predominant approach to solving complex public problems. This choice, however, often is not driven by demonstrated effectiveness. Collaboration is instead chosen in the hope that a networked arrangement will be more effective than individual organizations working on the issue alone. Questions regarding collaborative effectiveness persist and constitute a significant challenge facing both public management practitioners and public administration scholars. In light of the case study in this issue of Public Administration Review by Maurits Waardenburg and colleagues, this article reviews the current thinking on the measurement of collaborative performance and discusses steps that professionals can take to evaluate the effectiveness of their collaborative endeavors.     

Many Hands Make Light Work: The Role of Collaborative Management in Improving Environmental Information Management by Local Authorities

ABSTRACT

What is the role of collaborative management (CM) in enhancing environmental outputs? Does CM enable local municipalities to be better environmental performers? The present article addresses these two questions by means of a study of all urban localities in Israel (80% response rate). The aims of the study are to contribute to current research in two main ways. First, by addressing the question: Does CM enable local municipalities to be better environmental performers? In doing so, the study expands the very small number of studies conducted to date that examine performance and policy outputs of collaboration versus collaboration processes and procedures. Second, the study contributes to enlarging the very small number of relatively large N studies on collaborative public management that examine policy outputs. The main finding of this study highlights the important and positive role of CM in regard to local authorities’ environmental outputs.     

Citizens,Partners or Patrons? Corporate Power and Patronage Capitalism

Abstract

The addition of new social roles in public service and civil society to large business corporations' enormous economic power and substantial political influence suggests novel but little-understood changes in the institutional relations between business, state and civil society. Sociological emphasis on the centrality of power relations in business conduct and radical diagnoses of a corporate ‘take-over’ of public and civil society institutions is contradicted by other literature which portrays corporations as socially responsible benefactors rather than all-powerful behemoths. The present analysis assesses rival emphases on power relations and normative shifts toward corporate social responsibility in the sphere of business–civil society partnerships. It argues that, in the United States and Britain, a new set of institutional relationships is emerging to fill a vacuum in tackling social and environmental problems. In this new institutional field, large corporations are taking on the role of patrons to a variety of clients amongst public and civil society organisations. This social relationship parallels similar episodes of patronage when systems of community and public welfare disintegrated during the rise of capitalism.     

The evolution of Israeli citizenship: an overview

Israel's citizenship discourse has consisted of three different layers, superimposed on one another: An ethno-nationalist discourse of inclusion and exclusion, a republican discourse of community goals and civic virtue, and a liberal discourse of civil, political, and social rights. The liberal discourse has served as the public face of Israeli citizenship and functioned to separate Israel's Jewish and Palestinians citizens from the non-citizen Palestinians in the occupied territories. The ethno-nationalist discourse has been invoked to discriminate between Jewish and Palestinian citizens within the sovereign State of Israel. Last, the republican discourse has been used to legitimate the different positions occupied by the major Jewish social groups: ashkenazim vs. mizrachim, males vs. females, secular vs. religiously orthodox. Until the mid-1980s the republican discourse, based on a corporatist economy centered on the umbrella labor organization – the Histadrut – mediated between the contradictory dictates of the liberal and the ethno-nationalist discourses. Since then, the liberalization of the Israeli economy has weakened the republican discourse, causing the liberal and ethno-nationalist ones to confront each other directly. Since the failure of the Oslo peace process in 2000, these two discourses have each gained the upper hand in one policy area – the liberal one in economic policy and the ethno-national one in policy towards the Palestinians and the Arabs in general. This division of labor is the reason why on the eve of its 60th anniversary as a state Israel is experiencing its worst crisis of governability ever. While Israel's economy is booming and the country's international standing remains high, due to the global ‘war on terror,’ public trust in state institutions and leaders is at an all-time low, so that the government cannot tend to the country's pressing business.     

Representation and Collaboration: Exploring the Role of Shared Identity in the Collaborative Process

Public managers must regularly engage and interact with stakeholders in the external environment to deliver meaningful policy outcomes. Examining the motivations behind such behavior is a critical component of understanding management in the modern era. Some studies suggest that actors with similar interests are more likely to form collaborative partnerships. Using an original mail survey of 150 American Indian education directors in public school districts, this article examines how shared identity and individual attitudes affect levels of interaction with Native American communities. Findings suggest that public school officials who share both a racial and a tribal/co‐ethnic identity with Native American nations in their service area have higher levels of interaction with these groups than public school officials who are either members of Native American nations outside their service area or non‐Indian. This research has broad implications for incorporating theories of representation and social construction into our understanding of collaboration.     

Intersection of 21st century technology with 20th century laws: a case study in proactive issues management

The intersection of a high‐tech product with 20th century laws that would have inadvertently restricted its use provides an interesting case study in issues management. The authors describe how using ‘high‐tech?high‐touch’ as a technique for public policy change, as well as employing other traditional issues management tools, enabled significant success in achieving the company's public policy goals. As a result of this proactive issues management approach, the high‐tech Segway^TM Human Transporter (HT), a low‐speed self‐balancing, electrically powered, two‐wheeled personal mobility device (Figure 1) is permitted to operate freely in a significant part of its potential market area. Copyright © 2003 Henry Stewart Publications