Support for Performance‐Based Funding: The Role of Political Ideology,Performance, and Dysfunctional Information Environments

As performance‐based mechanisms for accountability have become increasingly commonplace in the public sector, it is apparent that administrative reactions to these reforms are central in determining their effectiveness. Unfortunately, we know relatively little about the factors that drive acceptance of performance‐based accountability by administrative actors. This article employs data collected from an original survey instrument to examine the perceptions of presidents at American public colleges and universities regarding performance funding. The author finds that acceptance of performance as a basis for funding is driven by a variety of factors, including the partisanship of the state legislature, organizational performance (measured by institutional graduation rates), dysfunction in the external information environment, and the political ideology of university presidents.     

The Equality of Public School District Funding in the United States: A National Status Report

For over 30 years, the distribution of educational opportunities and the equality of education funding across communities has generated considerable interest among policy makers, the public, and the courts. This article takes advantage of national data sets to examine funding equality across school districts in 49 states for fiscal years 1992 and 1995. It presents rankings of each state's funding equality and explores factors that may be related to the level of equality within states and to changes across years.
The analyses suggest that, overall, within-state equality improved slightly between 1992 and 1995, although most states' relative rankings changed little during the period. States with fewer school districts relative to students tended to have a more equal distribution of education dollars than states with more districts. States with higher proportions of revenues provided by state governments generally showed a more equitable distribution of resources than states in which districts were more dependent on local revenues.     

Performance Funding in Federal Agencies: A Case Study of a Federal Job Training Program

Our case study highlights important details that enter into developing performance contingent budgeting schemes—details that do not emerge in more general discussions of the subject—and shows how the handling of these details can be crucial to these schemes' success. We study a federal job training program that gives state and local decision makers discretion over the program's operation, but through performance funding holds them accountable for achieving specific objectives. We find that states' modifications to the scheme's construction produced over time highly individualized performance funding schemes that likely varied in their effectiveness.     

Managerial Experience and Organizational Performance: A 15‐Year Panel Study of Local Assessors

The proposition that managerial experience improves performance is an empirical claim, yet panel studies with long time dimensions exploring the relationship are uncommon. This article investigates the impact of managerial experience on organizational performance using a 15‐year panel of local property assessors in Washington State from 1999 to 2013. Each additional year of experience improves assessment quality as measured by the coefficient of dispersion by three‐tenths of a percent. However, although the relationship is statistically significant, the size of the effect is quite small, with administrative practices and the environment surrounding the assessment task being stronger predictors of assessment performance.     

限制性困境与适应性创新:对一个新的社会管理机构的组织分析

本文以中国第一个以社会管理命名的实体———＂北京市朝外地区社会管理中心＂为对象展开组织分析。社会管理中心是GONGO,它依赖政府机构,采取类直线式职能制组织结构,在编制、岗位、角色方面＂官＂与＂民＂交叉组合,在运行理念上,注重同质性社会资本但忽视异质性社会资本的利用。该组织在政府和群众谁是组织的主要受益者问题上存在冲突与博弈。这一新的社会管理组织模式,反映了政府的非政府管理理念。它促使我们进一步探讨与现行行政管理体制相匹配的社会管理组织形式。北京市朝外地区社会管理中心就是在资源限制性环境中的一种适应性创新模式。通过组织分析,本文发现该组织从一开始就在规范结构和行为结构之间存在不匹配问题,内部组织管理运行艰难,需要在发展中不断调整。限制性困境与适应性创新是中国特色的GONGO面临的共同问题。     

How Do “Organizational Designs” Influence Welfare Politics? A Study of the Nordic Pension Systems

The interplay between organizational structure and political behaviour is one of the focal points of political science. How and to what extent do existing organizational structures constrain and channel future political decision-making? One specific hypothesis from the welfare literature provides the starting-point for this article: Korpi's argument that “institutional” welfare arrangements grant the poor better welfare provisions than “marginal” welfare arrangements. By confronting Korpi with his critics, I argue that the interplay between welfare designs and political decision-making is more complex than Korpi's thesis suggests. Implications for the broader welfare debate are discussed.     

A Portrait of Failure: Ongoing Funding Cuts to Australia's Cultural Institutions

Three decades of government budget cuts have placed significant financial pressure on Australia's cultural institutions. Institutions are increasingly trying to attract non‐government funding to fulfil their legislative mandates to collect, maintain, and exhibit Australian and international art, to educate and inform the public, and preserve Australia's political, social, and cultural history. Evidence suggests that, despite these efforts, sources of funding have not changed significantly. Budget cuts are impacting a range of areas including acquisitions, preservation, digitisation, as well as limiting access to researchers and the public. This paper concludes that a public review of the roles played by cultural institutions is required, including consideration of the level of public funding provided. To do otherwise is to ignore the importance of Australia's cultural heritage.     

Organizational Behavior and Economic Growth: A Norwegian Perspective*

By using game-theory, it is indicated that encompassing organizations may participate in dilemma games with free-rider problems. Next, examinations of institutional details of Norwegian corporatism point out that creative or productive strategies may be quite likely even among small interest organizations. In the last section it is argued that the assumption of economic growth being a collective good is more acceptable the larger the public sector. Again, institutional details need to be in focus. The model closing the paper dwells on whether comprehensive organizations really have stronger incentives to choose creativity rather than to fight for redistributions. A general affirmative answer cannot be provided.     

More than Pathological Formalization: Understanding Organizational Structure and Red Tape

Most research has conceptualized red tape as being a pathological subset of organizational formalization. This article argues that focusing on a single dimension of organizational structure as a red tape driver is unrealistically narrow. Specifically, the article advances hypotheses as to how organizational centralization and hierarchy affect perceived red tape, in addition to formalization. This reasoning is tested using survey data from employees of three local government organizations in the southeastern United States. All three hypotheses are supported: higher levels of organizational formalization, centralization, and hierarchy are associated with more red tape. Open‐ended comments also indicate that red tape is not solely perceived as related to formalization. The findings imply that red tape is a multifaceted perception of organizational structure rather than perceived pathological formalization.     

Organizational Strategy and the Outcomes of Fiscal Retrenchment in Major Cities in the United States

This study examines if organizational strategy—specifically strategy formulation and strategic stance—influences the outcomes of fiscal retrenchment in city governments. Fiscal retrenchment is defined here as the process of responding to a budget crisis. Analysis of data from a 2015 national survey of municipalities in the United States with a population of 50,000 or more indicates that a rational planning process is associated with fiscal recovery, whereas a defender strategy stance, which emphasizes organizational stability and efficiency, correlates with continuing fiscal difficulties. Examining the complex interactions between strategy formulation, strategic stance, and environmental turbulence, the empirical analysis indicates that a rational planning process that results in a defending stance is associated with slower fiscal recovery, but there is limited evidence that the relationship between strategy and fiscal recovery is dependent on external economic conditions.     

Shades of Gray: A Liminal Interpretation of Organizational Legality-Illegality

ABSTRACT

We apply the concept of liminality to the analysis of legality and illegality in organizations. Considering the centrality of rules to modern organizations and the potential discrepancy between general rules and specific situations, people are often confronted with a dilemma: apply the rules even when they should not be applied or bend the rules to improve their applicability. If they do what they should do (adapt the rules to the circumstances), they will be doing what they should not do (disrespecting the rules). This double binding situation forces people to slip into a liminal space, betwixt and between, accepting the structure while, at the same time, challenging it. The situation of liminality must eventually be solved, but it confronts individuals with the limits of legality. The relationship between liminality and illegality is explored, and some implications for the control legal and illegal networks extracted.     

Organizational variables and contribution behavior of large PACs: A longitudinal analysis

Although there has been a good deal of research on PAC contribution behavior, to date there has been no effort to systematically evaluate the impact of various organizational characteristics of PACs on their contribution behavior over time. Using data from a newly released longitudinal file from the Federal Election Commission, I examine the impact of organizational variables on the contribution behavior of large PACs in three election cycles, and on changes in contribution behavior between these elections. I find that PAC type, size, age, and the presence of a Washington office are all important determinants of PAC contributions. Changes in organizational characteristics, particularly growth in revenues, are weakly related to change in contribution behavior, which seems to be primarily a response to changes in the strategic environment.     

Different Shades of Gray: A Priming Experimental Study on How Institutional Logics Influence Organizational Actor Judgment

This article examines whether and how judgments made by individual organizational actors may be influenced by institutional logics—the historical patterns of cultural symbols and material practices, including assumptions, values, and beliefs, by which individuals and organizations provide meaning to their daily activity, organize time and space, and reproduce their lives and experiences. Using an experimental design, the authors prime three institutional logics in three independent groups of managers (n = 98) and assess the influence of the primes on individual‐level judgment preferences. The results show that such priming affects participants' judgments in an ambiguous judgmental task, with each prime influencing judgment in a discernibly unique pattern. Consequently, a more nuanced account of larger patterns of behavior can be constructed. The findings highlight the potential of text as priming stimuli within institutionally complex work settings such as those in the public sector, an important yet underexamined issue.     

Organizational Influences,Public Service Motivation and Work Outcomes: An Australian Study

ABSTRACT

This research examines the influence of organizational factors—intrinsic rewards, extrinsic rewards, work relations with management, and work relations with co-workers—on the relationship between public service motivation (PSM) and two work outcomes: job satisfaction and organizational commitment. Using data from the 2005 Australian Survey of Social Attitudes of over 2,200 employees in the Australian public and private sectors, this study found a direct and significant association between the two work outcomes and PSM (and the PSM-fit variable). Despite their significant and direct effects on the work outcomes, the organizational factors did not show any significant moderating effects on the relationships between PSM-fit and the two work outcomes.     

The Refugee Crises: a Study of the United Nations High Commission for Refugees

Recent events in international relations have raised the prospect of the United Nations organization attempting to provide a much more positive role in world affairs. This is also true for the constituent parts of the United Nations, in particular the United Nations High Commission for Refugees whose responsibilities have grown in recent years as the world's refugee population has multiplied and changed in character. The paper analyses the general development of the UNHCR from its establishment in 1951 and assesses its contemporary role as an actor in a post-Cold War environment. The claims of both critics and supporters of the UNHCR are considered on the light of the contemporary, political and financial pressures facing the organization. The paper also considers the character of UNHCR policy and durable solutions to the problem of a rising refugee population. The general analysis is illustrated by the changing role of the UNHCR in dealing with the arrival of the Vietnamese Boat People into Hong Kong from 1979.     

Collaborative Innovation: A Viable Alternative to Market Competition and Organizational Entrepreneurship

There are growing pressures for the public sector to be more innovative but considerable disagreement about how to achieve it. This article uses institutional and organizational analysis to compare three major public innovation strategies. The article confronts the myth that the market‐driven private sector is more innovative than the public sector by showing that both sectors have a number of drivers of as well as barriers to innovation, some of which are similar, while others are sector specific. The article then systematically analyzes three strategies for innovation: New Public Management, which emphasizes market competition; the neo‐Weberian state, which emphasizes organizational entrepreneurship; and collaborative governance, which emphasizes multiactor engagement across organizations in the private, public, and nonprofit sectors. The authors conclude that the choice of strategies for enhancing public innovation is contingent rather than absolute. Some contingencies for each strategy are outlined.     

Markets,Hierarchies, and Networks: An Agent‐Based Organizational Ecology

Markets, hierarchies, and networks are widely understood to be the three primary forms of social organization. In this article, we study the choice between these forms in a general, agent‐based model (ABM) of cooperation. The organizational ecology is the product, an emergent property, of the set of choices made by agents contingent on their individual attributes and beliefs about the population of agents. This is one of the first attempts to theorize explicitly the choice between different organizational forms, especially networks and hierarchies, and certainly the first to do so in an ABM. The insights of the model are applied to current research on transnational networks, social capital, and the sources of hierarchy and especially autocracy.