The social order of Chinese capitalism: socio-economic uncertainty,communist party rule and economic development, 1990–2000

China's financially repressed economy remains characterized by a distinctly resilient political structure (the Chinese Communist Party, CCP) that penetrates both increasingly rational ‘private’ (market) and ‘public’ (state) organizations. How are we to understand the financial system's role in this persistently illiberal yet marketizing political economy? This paper develops a theory of China's financial reform as the management of socio-economic uncertainty by the CCP. Since the early 1990s, the financial system has formed a locus of the CCP's capacity both to manage and to propagate socio-economic uncertainty through the path of reform. The unique path of financial reform in China should thus not be viewed solely in terms of ‘partial’ or ‘failed’ free-market reform, but rather as the product of a more concerted vision of how the financial system enabled a mode of economic growth that combined the drive for accumulation of capital with the distinctive legacies of China's post-1989 socio-political circumstances.     

Between Europe and unity: The case of the Swedish social democrats

Sweden voted in November 1994 to approve EU membership. Although the Social Democratic Party's leadership advocated approval, the membership was badly divided. Against the backdrop of two Nordic sister parties’ similar difficulties, this article examines the leadership's management of the internal conflict. It analyses the evolution and main elements of its management strategy, the most important being an attempt to accommodate rather than confront the party's Eurosceptics. As the leadership's two goals for 1994, an election victory and a ‘Yes’ in the referendum, were both achieved, the strategy must be considered a qualified, short‐term success.     

Public affairs in China: exploring the role of brand fairness perceptions in the case of Mercedes‐Benz

Mr Sheng Wang demonstrated his perception of Mercedes‐Benz's unfair treatment and insensitivity to Chinese buyers by having his Mercedes sports coupe towed by a water buffalo through his Chinese hometown, Wuhan. But he did not stop there. Next, he ordered workers, specifically hired for this purpose, to pound the car with sledge hammers and sticks until the exterior was completely disfigured. Journalists love the story's inherent drama, and in subsequent days, media reports showed images of the car being towed and ultimately smashed. The event created strong public awareness about both Mr Wang's dissatisfaction about the treatment he received from Mercedes‐Benz and the subsequent Mercedes‐Benz's management reactions triggered by the event. In our paper, we explore this case in more detail, highlighting the crucial role of brand fairness in managing brands in China. Although brand managers implicitly emphasize the importance of fairness in branding strategies, brand management emphasizing fairness is an underdeveloped research concept. Our paper provides an understanding of theories and concepts of brand (un)fairness and brand fairness management illustrated by what we refer to as the Mercedes‐Benz case. We identify three dimensions of Brand Fairness Management: prevention, procedures, and outcomes. This framework will assist brand managers in China in developing successful brand fairness strategies and management programs. We posit that implementing these branding practices will increase the likelihood that consumers perceive the brand in question as fair, leading to an increase in loyalty and positive word‐of‐mouth. Copyright © 2013 John Wiley & Sons, Ltd.     

AN APPRAISAL OF AUSTRALIA'S DISASTER MANAGEMENT SYSTEM FOLLOWING THE ‘ASH WEDNESDAY’ BUSHFIRES IN VICTORIA, 1983*

Abstract: Australia's current disaster management system does not provide an appropriate interorganisational counter-disaster structure, nor does it ensure an efficient operational structure. Even when allowance is made for the inadequate funding provisions that characterise this area of public operations, the present disaster management system falls short of the degree of protection which society has come to expect. A recent appraisal, requested by the Victorian State Government, which considers the reorganisation of Victoria's “emergency services” fails to address many of the significant aspects that are at the heart of Victoria's and Australia's disaster management problems.     

Max Weber in the tropics: How global climate politics facilitates the bureaucratization of forestry in Indonesia

Reducing Emissions from Deforestation and Forest Degradation (REDD+) is one of the most advanced global climate governance arrangements and we show that it contributes to the buildup of autonomous capacities and reliable procedures in areas of rather limited statehood. These partially unintended effects can be conceptualized as an increasing rational–legal bureaucratization, which has been initiated through both external and domestic actors as we illuminate in the case of Indonesia's forestry sector in the period from 2007 until 2017. Our finding is that a bureaucratization of a new kind is increasingly strengthened in Indonesia's forest despite enduring patterns of neopatrimonialism, emerging signs of new public management approaches, and the strengthening of functional equivalents such as community-based forest management. We thus claim that Max Weber's perspective on the prospects and problems of rational–legal bureaucratization is still valuable, even when travelling to the tropics.     

Rethinking the marketing of World Heritage Sites: Giving the past a sustainable future

Despite significant global prestige and a strong brand presence, UNESCO World Heritage Sites remain underfunded with many unable to self-sustain. Increasing government budget constraints have further restricted funds and UNESCO's “World Heritage Fund”—UNESCO's sole source of financial assistance available to sites—has fallen to approximately $3M USD per annum. Few sites are able to fully offset these budget constraints through tourist revenue alone, and those able to do so often require additional repairs due to damage from visitors exceeding the site's capacity. Although this situation is widely acknowledged within the heritage literature, few papers have proposed long-term strategic solutions beyond marketing and management plans for individual sites. The authors address this pressing issue by questioning whether World Heritage Sites in general are currently being marketed in an optimized manner and proposing a new framework for creating stronger and more appropriate relationships between visitors and sites using Berthon et al.'s the Aesthetics and Ontology model. The authors argue that clarifying and optimizing the marketing of World Heritage through this lens with its focus on the consumption experience of visitors and other stakeholders will yield positive results for both the management of the sites and for their impact on surrounding communities. Furthermore, the authors recommend that policies surrounding the management of these valuable resources and sources of tourist revenue be modified to reflect these findings.     

That's the spirit: exploring the approach of the world's leading spirits' producers to corporate social responsibility

The aims of this paper are to provide an exploratory review of both the corporate social responsibility (CSR) agenda being publicly reported by the world's leading spirits' producers and the nature of their reporting CSR processes and to offer some wider reflections on the ways these producers are addressing and pursuing CSR strategies. The paper begins with a short discussion of the characteristics of CSR. It draws its empirical material from the most recent CSR reports posted on the Internet by the world's top 10 spirits' producers. The findings reveal that the leading spirits producers are moving towards integrating CSR into their core business; and while they particularly emphasise their commitment to promote responsible drinking, they also address a wide range of impacts within the marketplace, the communities in which they operate, the environment and the workplace. Although the leading spirits producers generally adopt a positive stance in their CSR reports, the independent external assessment of the reporting process is limited. More generally, the paper offers some critical reflections on the CSR agenda currently being by pursued by the leading spirits' producers. The paper provides an overview and some reflections on the CSR agenda being pursued by some of the world's leading spirits' producers; and as such, it will interest academics in business and management and hospitality departments, a range of people working in management positions within the drinks industry and those professionals who work with the industry. Copyright © 2011 John Wiley & Sons, Ltd.     

Cutback Management and the Paradox of Publicness

Cutback management in the public sector poses unique problems. More than 30 years ago, Charles Levine illustrated these problems by discussing the paradoxes of cutback management in public organizations. Building on Levine's work on cutback management and developments in publicness theory, the author provides a contemporary perspective on cutback management. He asserts that publicness creates paradoxical tensions in different domains such as organizational goals, employee motivation, and organizational performance. These tensions need to be embraced in both theoretical discussions of and practical engagement with cutback management. Instead of a short‐term, reductionist approach to cutback management, a holistic and long‐term perspective is necessary.     

Implementing management tools in Turkish public hospitals: the impact of culture,politics and role status

The government of Turkey has attempted to substantially improve the management of its public hospitals. However, an analysis of the performance of the quality certified hospitals finds only minor improvements. This study seeks to explain these disappointing results by interviewing 46 hospital managers and employees about the successes and failures of the management reform effort. The interviews suggest that traditional Turkish organisational culture often hinders attempts to decrease hierarchy, but, more positively, it also encourages the use of frontline teams and group rewards. Moreover, Turkey's hybrid system of allowing public doctors to maintain private practices has provided doctors with both the resources and the incentives to fight management reform efforts. Finally, organisational decentralisation in Turkey has evoked fierce political opposition, ironically even from many pro‐modernising forces that fear it could increase the power of Islamic fundamentalists. Turkey's experience suggests a number of broader points about management reform in non‐western societies. It suggests that decentralisation can often impede, rather than strengthen the other aspects of management reform; that a hybrid market organisation is often harder to move toward market efficiencies than a purely governmental one; and that national cultures should help guide the order in which reform tools are implemented. Copyright © 2008 John Wiley & Sons, Ltd.     

TOWARDS “UNITY IN DIVERSITY” IN EUROPEAN DEVELOPMENT AID THROUGH DONOR HARMONIZATION AND DECENTRALIZED COOPERATION? A CASE STUDY OF FLANDERS AND BELGIUM

Official donors have over the past decade pledged to enhance aid effectiveness by improving donor harmonization. To this effect, the European Union (EU) launched initiatives on a division of labor among its Member States. At the same time, the EU encourages Europe's subnational authorities to engage in their own development cooperation. This however seems to undermine the same harmonization effort. Belgium, characterized by multiple levels of government, illustrates that these two approaches to aid effectiveness—collective division of labor at the national level and decentralized cooperation at lower levels—are only partially compatible. In partner countries where both the federal Belgian and regional Flemish governments are active donors, Belgium's composite aid is poorly harmonized. A principal–agent framework helps to explain such selfish positioning. This article argues that a higher degree of complementarity and harmonization among Belgium's various authorities is feasible, albeit in forms that are specific to recipient country and context. As both donors are not so much competing in aid supply policies but rather in terms of supply management, such technical arguments may assist in lessening the political pressure to selfishly emphasize diversity over unity. Copyright © 2013 John Wiley & Sons, Ltd.     

The Impact of Management Capacity on Government Innovation in Korea: An Empirical Study

ABSTRACT

A common assertion within public management is that management capacity drives policy outcomes. This study tests that argument, focusing on an important policy outcome—innovation. Data were drawn from the Korean government to examine the impact of government's management capacity for the adoption and implementation of innovation. The results confirm that both managerial behaviors and structures are drivers of government innovation. The adoption and implementation of innovative projects require full-scale management capacity, encompassing innovative leadership, a quality workforce, appropriate structures/systems, and the ability to manage external influences. These results suggest that public management capacity drives innovation in government by changing managerial behaviors and structures. Implications of these results for managing government innovation are discussed.     

Do Partners in PPPs view Public and Private Management Differently?

Differences between public and private management have been studied extensively by comparing sectors, but not within cross‐sectoral collaborative arrangements. As participants in such arrangements have actually experienced both management styles, examining their perceptions of how these styles differ may contribute innovatively to existing literature. This paper compares such perceptions between public and private sector project members (N = 63) involved in four PPPs in the Netherlands. We assess (1) to what extent and under which conditions these project members view public and private management differently and (2) how they evaluate these differences. By triangulating quantitative and qualitative interview data, we examine Boyne's classical hypotheses and find that more than two‐thirds of the statements making reference to these hypotheses offer support for them; more so, the vast majority of such statements evaluate sectoral differences negatively. Intriguingly, type of PPP is a stronger determinant of perceived differences than the manager's sector of origin.     

The Impacts of State Capital Management Programs on State Economic Performance

Although the normative literature advocates systematic capital management practices, empirical studies investigating the tangible benefits of these practices are rare. Based on previous findings that public investment affects economic growth, this study extends the model of government spending and economic growth to investigate the effect of systematic capital management programs on state economic performance. Using panel data from 1997 to 2004 and the Government Performance Project's data on state capital management practices, the empirical results indicate that highly systematic capital management programs positively alter the relationship between the state's capital spending levels and the state's economic growth rate.     

Performance management system in developing countries: A case study in Jordan

The performance management system (PMS) is critical to the success of any organisation, and this article investigates the PMS of the Greater Amman Municipality (GAM) in Jordan, which is one of the largest public entities in the country. The article identifies various problems that are faced by GAM, such as HRM and staff, management behaviour, and performance management, which significantly affect GAM's performance. Additionally, the article discusses the process of goal and indicator setting and development of the PMS of GAM. The article adopts a phenomenological approach and a qualitative case study methodology to collect primary data from 15 purposeful semi-structured interviews with GAM's experts. Thematic analysis is used as the data analysis technique to identify the PMS activities and address problems and difficulties in GAM's performance. The findings highlight eight major activities of GAM's PMS, which include performance sourcing, targeting, development, setting and responsibility, gauging, information, results, and alignment. These activities need to be managed properly if GAM wanted to meet its performance targets. Hence, the article presents a set of recommendations to improve GAM's PMS and overcome the identified difficulties, such as improving HRM practices and staff role, enhancing management behaviour, and establishing a performance management culture. Overall, the article provides valuable insights into the PMS of GAM and highlights the importance of an effective PMS to achieve organisational success.     

Managerial Networking in Nonprofit Organizations: The Impact of Networking on Organizational and Advocacy Effectiveness

Public management scholars are interested in the ways that public managers can improve the performance of their organizations and, by extension, public service outcomes. However, public sector outcomes are increasingly being produced by nonprofit organizations. Nonprofits have encountered increased pressures to improve effectiveness in recent years, both from their funding entities and from the public. A growing body of public management research has shown that managerial networking can pay dividends for organizational effectiveness, yet no studies to date have considered the effects of managerial networking on nonprofit effectiveness. This is the first study to apply the basic elements of Meier and O'Toole's model to the nonprofit sector. Using survey data from a random sample of 314 nonprofit human service organizations in 16 U.S. states, the authors explore the frequency of various networking relationships on organizational and advocacy effectiveness. The findings reveal that political networking increases advocacy effectiveness and community networking increases organizational effectiveness.     

China's security agenda after the cold war

The end of the cold war has changed China's basic perception of world politics and its conception of national security. In the cold war era, Chinese leaders tended to view national security from the perspective of global balance of power and China's strategic relations with the two superpowers. It was in Beijing's security interests to maintain a comfortable position in a strategic triangular relationship with the Soviet Union and the United States. When the Soviet Empire and the East European communist regimes collapsed, the structure of the postwar international system dissolved, and the old parameters for Beijing's security strategy disappeared. The Chinese leadership suddenly found itself in a totally new world in which China needed to reorient and redefine its security strategy on a new strategic axis.

Beijing's security strategy after the cold war is redefined by its domestic priorities, growing foreign economic relations, the new security environment in Asia, and concerns over territorial disputes. In a sense, the myopic conception of security based on war and peace is fading away. Beijing's thinking on national security becomes more inclusive, diverse, and complicated. The nature and intensity of external threats has changed. China's growing economic ties with the outside world have redirected Beijing's attention to economic interests and security. The Chinese leadership realizes that its security is affected not only by the military forces of other countries, but also by political, economic, societal, and environmental factors in international relations Beijing needs to employ both traditional military defence and non‐military actions to safeguard its territorial integrity and to realize its full capacity in world affairs.

The purpose of this paper is to analyse China's security agendas after the cold war. It first examines the impact of the end of the cold war on China's thinking on national security, then discusses Beijing's threat perception and changing defence strategy. This is followed by an examination of domestic stability considerations and economic interests in Beijing's security strategy. Finally, it discusses the implications of China's growing power for regional security.     

Management of Australian Water Utilities: The Significance of Transactional and Transformational Leadership

What organisational factor has the most significant impact on the management of water utilities? This article seeks the views of middle managers in several water utilities across four Australian states to address this question. It also examines their views of leadership in their organisation. It draws upon Bass's full‐range leadership theory to examine their views on three models of leadership: transactional leadership, transformational leadership, and a combination of both transactional and transformational leadership. The respondents identify leadership as the most critical enabling factor for the effective management of water utilities. They believe that effective leadership requires a mix of transactional and transformational leadership skills. They state that their supervisor's leadership skills are below their expectation of an effective leader. These leadership issues are discussed in the article.     

The political cost of public–private partnerships: Theory and evidence from Colombian infrastructure development

Infrastructure public–private partnerships (PPPs) eschew traditional public management to provide distributive goods worldwide. Yet, in Colombia, the context of our study, both the promise of and voters' experience with PPPs hinder incumbent parties in elections when theories of distributive politics expect otherwise. We argue that negative experiences with PPPs introduce a sociotropic turn in individual voting: bad experience crowds out the possibility that promising a new project will improve a voter's own welfare. Studying what are, to our knowledge, all 109 Colombian PPP projects between 1998 and 2014, and over 8,700 individual survey responses, our evidence shows that vote intention for the incumbent executive or his party decreases as experience with more PPPs in respondents' districts increases. Our analysis and results introduce an important agenda for research into the political significance of these legacies of new public management.     

Does Financial Slack Reduce Municipal Short‐Term Borrowing?

Many municipal governments face the challenge of temporary cash deficits due to the mismatched schedules of cash flow‐ins and flow‐outs. To smooth the temporary deficits, they can use either internal financial resources such as financial slack or external financial resources such as short‐term borrowing. This paper applies the pecking order theory to examine municipal governments' financial preference when they experience cash flow problems. Results show that municipal governments prefer accumulated financial slack to short‐term borrowing when both options are available. This finding demonstrates financial slack's role as a convenient cash management tool in municipal financial management. It also suggests the applicability of the pecking order theory in future public financial management research.     

Clarity of responsibility: How government cohesion conditions performance voting

Recent literature has shown that the long established link between economic performance and electoral outcomes is conditioned by a country's institutions and government, what is often termed ‘clarity of responsibility’. In this article two distinct dimensions of the clarity of the political context are identified: institutional and government clarity. The first captures the formal dispersion of government power, both horizontally and vertically. The second captures the cohesion of the incumbent government. Analysing survey data from 27 European countries, it is shown that voters' ability to hold governments to account, for both the economy and management of public services, is primarily influenced by the extent to which there is an identifiable and cohesive incumbent, whereas formal institutional rules have no direct impact on performance voting.