The Nordic governments' responses to the Covid-19 pandemic: A comparative study of variation in governance arrangements and regulatory instruments

Government responses to the Covid-19 pandemic in the Nordic states—Denmark, Finland, Iceland, Norway, and Sweden—exhibit similarities and differences. This article investigates the extent to which crisis policymaking diverges from normal policymaking within the Nordic countries and whether variations between the countries are associated with the role of expertise and the level of politicization. Government responses are analyzed in terms of governance arrangements and regulatory instruments. Findings demonstrate some deviation from normal policymaking within and considerable variation between the Nordic countries, as Denmark, Finland, and to some extent Norway exhibit similar patterns with hierarchical command and control governance arrangements, while Iceland, in some instances, resembles the case of Sweden, which has made use of network-based governance. The article shows that the higher the influence of experts, the more likely it is that the governance arrangement will be network-based.     

Distributed leadership and performance-related employee outcomes in public sector organizations

Distributed leadership is the sharing of leadership tasks between managers and employees. This article demonstrates how a distributed leadership perspective adds to the public administration literature by including an important sensitivity to planned and nonplanned leadership. We propose a theoretical model that explains the impact of distributed leadership on employee outcomes which have a direct or indirect impact on organizational performance in public organizations contingent on alignment with individual leadership capacity and organizational goals. Our empirical analysis in the Danish hospital sector shows initial support for the expected relationships between distributed leadership and performance-related employee outcomes such as job satisfaction and innovative behavior. This indicates that the distributed leadership perspective holds the potential to strengthen service delivery in complex public service organizations while there is weaker support for the notion that the positive impact of distributed leadership depends on individual leadership capacity and their support for organizational goals.     

Cumulating the Intellectual Gold of Case Study Research

Two criticisms of public administration research have been leveled. First, knowledge in the field is not being cumulated. Second, the research has low quality. A preference for case studies as a form of scientific inquiry is behind both criticisms. The authors propose a solution to the first problem by showing how meta-analysis can be used to cumulate knowledge using case study evidence. Viewed cumulatively, case studies comprise an intellectual goldmine awaiting discovery. The authors challenge the second criticism, proposing that quality judgments should be based on the important principle of knowledge cumulation, which acknowledges the value of all research methods.     

Question order bias revisited: A split‐ballot experiment on satisfaction with public services among experienced and professional users

Public decision‐makers increasingly rely on satisfaction surveys to inform budget and policy decisions. Yet, our knowledge of whether, and under what conditions, this input from public service users provides valid performance information remains incomplete. Using a preregistered split‐ballot experiment among government grant recipients in Denmark, this article shows that the ordering of survey questions can bias satisfaction measures even for highly experienced and professional respondents. We find that asking about overall satisfaction before any specific service ratings lowers overall user satisfaction, compared to the reverse order, while the correlations between specific ratings and overall satisfaction are relatively stable. Also, the question order effect outweighs that of a large‐scale embezzlement scandal, which unexpectedly hit the investigated government agency during the data collection. Our results support rising concerns that subjective performance indicators are susceptible to bias. We discuss how practitioners should approach satisfaction surveys to account for the risk of question order bias.     

Tackling the Performance Regime Paradox: A Problem-Solving Approach Engages Professional Goal-Based Learning

Public performance regimes are bedeviled by a paradox: they must engage the specialized knowledge of professionals who often perceive those very regimes as a threat to their autonomy. The authors use a mixed-method analysis of performance management in Danish hospitals, with separate data for managers and frontline professionals, to offer two insights into this challenge. First, the study shows that managerial behavior—in the form of performance information use—matters to the way frontline professionals engage in goal-based learning. Second, it shows that the way managers use performance data matters. When managers use data in ways that reinforce the perception of performance management as an externally imposed tool of control, professionals withdraw effort. However, when managers use data in ways that solve organizational problems, professionals engage in goal-based learning. The threat to professional values that performance regimes pose can therefore be mitigated by managers using data in ways that complements those values.     

Experiments and evaluation of public policies: Methods,implementation, and challenges

Evidence-based policymaking is all about developing and implementing better public policies. Although the logic underpinning this philosophy is simple, the practicalities of demonstrating causal effects of a public policy are much more complex. In recent years, there has been a wave of optimism about the usefulness of experimental approaches to public policy evaluation which mimics the clean, causal inferences observed in clinical trials. Although these methods, such as randomised controlled trials, have been widely advocated and implemented, they are not without their potential problems. In this paper, we consider the strengths, weaknesses, and challenges posed by the revolution in policy evaluation brought about by embracing experimental methods.     

Monopoly Money: Foreign Investment and Bribery in Vietnam,a Survey Experiment

Prevailing work argues that foreign investment reduces corruption, either by competing down monopoly rents or diffusing best practices of corporate governance. We argue that the mechanisms generating this relationship are not clear because the extant empirical work is too heavily drawn from aggregations of total foreign investment entering an economy. Alternatively, we suggest that openness to foreign investment has differential effects on corruption even within the same country and under the same domestic institutions over time. We argue that foreign firms use bribes to enter protected industries in search of rents, and therefore we expect variation in bribe propensity across sectors according to expected profitability. We test this effect using a list experiment embedded in three waves of a nationally representative survey of 20,000 foreign and domestic businesses in Vietnam, finding that the effect of economic openness on the probability to engage in bribes is conditional on policies that restrict investment.     

Does transformational leadership stimulate user orientation? Evidence from a field experiment

While doing good for specific citizens and users is often considered a powerful motivator among public service employees, little research has rigorously evaluated how public managers can promote individualized prosocial motivation. We follow recent studies on the behavioural implications of ‘user orientation’ to explore how public managers can use a specific leadership strategy—transformational leadership—to reinforce employees' individualized prosocial motivation. Combining a field experiment with 80 childcare centre managers and survey reports from their 590 preschool teachers, we assess the effect of a transformational leadership training programme on user orientation. The results show a positive effect on user orientation three months after the training programme but no persistent effect 15 months after the intervention. This implies that, at least in the short term, public managers can use transformational leadership behaviours to stimulate user orientation.