International Sanitation Management and Performance Measurement: Taking Out the Trash

Internationally, sanitation management has been a critical area of contention, especially in recent years with tightening budgets and resource reductions to public services. Our article reviews the management strategies, actions, and developments that have led to sanitation incidents of piling trash and public health concerns. These incidents will be reviewed from a public management perspective underscoring the role of performance measurement and management. The key influences associated with the varying cases are discussed. Both the negative and positive factors of international cases of sanitation management are reviewed.     

Inside the Matrix: Integrating the Paradigms of Intergovernmental and Network Management

Abstract

The basic research concepts of intergovernmental and network management are examined with regard to blending the two into a unified theory of collaborative management. A substantial literature in both fields has emerged and is ripe for conceptually enhancing interorganizational management in the public sector. The collaborative management concepts forwarded emanate from the authors' comprehensive study of collaborative public management in 237 cities. The major concerns that are found to be ready for knowledge unification include: (1) multiple network complexity and the emergence of governance through policy networks, (2) strategic behavior and its implementation through networks, (3) the role of government institutions in network governance, and (4) the use of myriad policy instruments and multiorganizational activity. Each of these research arenas are representative of the kind of knowledge base that can be blended and extended to help public managers understand how to operate in the vertical/horizontal matrix of intergovernmental network management.     

Managerial capacity in conflict environments: Management effects of private military and security companies in Iraq

An enduring challenge of public administration research is examining whether public management affects the delivery of public policy results. This study extends managerial influence to include public policy delivery in an active conflict environment. Individual manager training is critical in conflict environments because limited bureaucratic capacity and general environmental confusion are common. Organizations under stress use substitute managers. We argue that substitute managers' effectiveness is conditioned by two factors: managerial capability and networking capability. We examine substitute managers in a unique context, the US–Iraq War. Managers coordinated private military and security companies (PMSCs) to provide coalition forces and the civilian population with multiple services. We argue that managers with prior management experience and network capability are more effective substitute managers. The results suggest that managers with prior experience and networking capability are associated with decreases in civilian casualties. The results provide important policy insights into public management and defence policy.     

Social Norms Theory,Enforcement, and Management Concepts: An Analysis of Local Smoking Ban Ordinances

Although there is substantial research on the consequences of smoking and the economic loss resulting from tobacco use, there is a scarcity of work on the enforcement of smoking ordinances at the local level. As municipalities around the country pass ordinances restricting smoking in public places, research should be conducted to understand enforcement outcomes. This article examines the management concepts being employed by managers in the enforcement of smoking ordinances. This article shows that management concepts are salient in policy enforcement and are employed to manage smoking enforcement ordinances. The theory of social norms is used to explain this phenomenon.     

The Changing Organization of Multilevel Water Management in the European Union. Going with the Flow?

Regulatory networks have become an essential feature of the European administrative system. They have expanded EU administrative capacities and consolidated a pattern of multilevel implementation along sectoral cleavages. This article examines how networks develop and take effect when more crosscutting policy aims are to be implemented. It argues and demonstrates with a case study of the Common Implementation Strategy of the Water Framework Directive that vertical and cross-sectoral coordination can be institutionalized in a network, suggesting an innovative role of regulatory networks. Such coordination supplements and challenges the role of national policy coordination, both horizontally across sectors and vertically down to the domestic sub-national, river basin.     

Human Resource Management and Organizational Behavior of Public Research Institutions

The purpose of this article is to analyze the organizational behavior of public research organizations based on their human resources development and management. The study here focuses on the largest Italian public research body. The pyramid of R&D people shows the irregular spatial structure of the research personnel per macro regions and the index of seniority indicates older research personnel in the North and Central Part of Italy than in the South Italy. The analysis of human resources displays organizational weaknesses and threats for public research labs generated by research policy based on shrinking public research lab budgets and downsizing of research personnel. Some critical human resource management implications are discussed in order to improve the strategic change and research performances of public research institutions in turbulent and fast-changing markets.     

Entrepreneurship and Participation in Public Management Reforms at the Local Level

This article seeks to discuss who the policy entrepreneurs are and who participates in the policy-making process of public management reforms at the local level. In order to answer the research questions, a multi-unit and multi-case research study was carried out in three municipal governments: Barcelona, Boston and Turin. The subjects of the study were 15 innovations in management implemented between 1992 and 2007. The first conclusion is that politicians predominantly take the entrepreneurial role in introducing innovations in public management, regardless of the technicality of the innovation. As far as political participation is concerned, public management reforms are still dealt with as in-house matters, even when public managers want to be recognised as promoting the positive values of political participation.     

Challenges to Decentralization of Disaster Management in Turkey: The Role of Political-Administrative Context

Global disaster policy frameworks promote decentralization as a prerequisite of good disaster governance. Using 44 interviews, this study contributes to the literature that focuses on disasters and decentralization by investigating three systemic mechanisms that seemingly challenge decentralization of disaster management in Turkey: introduction of oversight systems, resource-allocation failure, and central–local collaboration. The results indicate that these mechanisms are enabled by a combination of political-administrative system characteristics and disaster-induced processes. To better understand how to secure the benefits of decentralization, we should engage with a wide range of disaster management actor perspectives, and integrate research on political-administrative systems and collaborative governance.     

Institutional logics in inter‐departmental coordination: Why actors agree on a joint policy output

By investigating two German inter‐departmental committees, this article shows that the policy output of these coordination bodies depends on the specific institutional logic evoked throughout the coordination process. While in one of the groups a policy logic prevailed and a joint coordination output was achieved, the other was dominated by a political logic and proved unable to achieve agreement. The article contributes to research on government coordination by showing that actor orientations are crucial for explaining inter‐organizational coordination. The results direct attention to the behavioural implications of coordination structures.     

MECHANISMS OF CONFLICT MANAGEMENT IN EU REGULATORY POLICY

In this conceptual article, we explore mechanisms of conflict management in European Union (EU) regulatory policy‐making. We build on J.G. March's distinction between aggregation and transformation as the two strategic options to deal with inconsistent preferences or identities that are at the source of social conflict. While this distinction is helpful in mapping conflict management mechanisms, the rigid association of these two options with the rival paradigms of rationalism and constructivism respectively has led political scientists to neglect conflict management strategies that work at the edges of aggregation and transformation. We show the potential of these latter strategies as intelligent ‘in‐action’ hybrids that emerge from ground‐level policy‐making praxis of actors navigating a complex institutional and policy environment. Specifically, we discuss five strategies: issue‐based aggregation; arena‐based aggregation (arena‐shifting and arena‐creation); socialization; re‐framing; and proceduralization, their underlying mechanisms and related scope conditions. The theoretical implications of this discussion lead us towards ‘strategic constructivism’. In the conflict management mechanisms that are of most interest, norms and ideational structures matter, but they are related to strategic actors who draw on and orchestrate ‘ideas’ in pursuit of political goals.     

Searching for Exits from the Great Recession: Coordination of Fiscal Consolidation and Growth Enhancing Innovation Policies in Central and Eastern Europe

To overcome the Great Recession that started in 2008, the European Union (EU) has opted for a strategy that combines austerity-driven fiscal and experimental ‘growth-enhancing’ research, development, and innovation (RDI) policies supported by different coordination mechanisms. We analyse the experiences of four Central and Eastern European economies—the Czech Republic, Estonia, Poland, Slovenia—in implementing this strategy. Given the weak policy capacities both in the EU institutions and CEE economies to draft and coordinate such novel RDI policies, we find that the implementation of this strategy is more challenging under the current EU fiscal and economic policy coordination system than assumed by the EU.     

Analysis of Ethical Leadership and Integrity Development in Local Government: The United States,The Netherlands,Montenegro, and Serbia

This research seeks to understand influences on local government integrity development as a control of corruption. Using survey data from public managers in local governments in The Netherlands, Serbia, Montenegro, and the United States, we examined three main areas: integrity policy, leadership, and organizational ethical climate. An important finding was that integrity policy comes from an indirect leadership effect that remains focused on a structural response as the primary source of ethical reasoning more than normative control. Clarity of decisions, consistency in the process of decision-making, and support for anticorruption efforts can be enhanced with a balanced approach to corruption control.     

Spanning Organizational Boundaries in Emergency Management

Multiagency emergency management coordination requires stakeholders to span organizational boundaries and facilitate collaboration among other agencies within temporary supraorganizations. Multiagency coordination is important in emergency management as disasters often require the collaboration of multiple agencies into temporary supraorganizations. However, little is known about the boundary spanning activities that influence this collaboration. Based on 39 semistructured interviews with senior emergency management practitioners spanning organizational boundaries, this paper proposes a typology of boundary spanning activities for emergency management. Embracing these activities may address some of the challenges associated with the collaboration of multiple agencies in a disaster.     

Federal contract policy and management: the small business administration 8(A) program

The federal Small Business Administration's 8(a) program raises issues of minority business empowerment and effective policy implementation. Given the role of enterprise in both addressing the historical and contemporary problems of minority economic and community development and in empowering minority communities, and given the current nature, extent and distribution of minority, particularly African-American business establishments, the performance of the 8(a) program as a substantial infusion of capital and experience into the African-American community is essential. According to a recent report of the Commission on Minority Business Development, the 8(a) is seriously flawed in the management of the problem. Regulation and enforcement, coordination, evaluation and monitoring and accountability are serious challenges to the viability of the program. Entrepreneurial empowerment is enhanced not only by effective policy development but also be effective policy implementation of the 8(a) and other set-aside programs.     

Informal socialization in public organizations: Exploring the impact of informal socialization on enforcement behaviour of Dutch veterinary inspectors

Organizations try to socialize employees' behaviour through formal practices such as training programmes and selection procedures. This article focuses on how times of informal socialization, outside the organization's direct sphere of influence, impact the behaviour of employees. The research is based on data from 67 semi‐structured interviews with Dutch veterinary inspectors in a cross‐sectional and a longitudinal panel. Their work is characterized by intensive and at times adverse contact with inspectees, yet limited interaction with their colleagues. The results show that informal socialization has an important impact on the organizational socialization of inspectors, and provides further insights into the dynamic interplay between formal socialization practices and informal socialization. In addition, the research provides empirical evidence for the role of emotional processes in organizational socialization.     

The Gender Gap and Cybercrime: An Examination of College Students’ Online Offending

Abstract

As computer and Internet technologies have continued to advance over the last few decades, a considerable amount of research has been dedicated to exploring online behavior. Criminologists, in particular, have been interested in examining cybercrime and online deviance. Contributing to this growing body of scholarship, the current research investigated the effects of gender on cybercrime and whether socialization can account for the gender gap in online offending. Data were collected from a sample of 522 college students and three cybercrime categories were examined: digital piracy, cyberharassment, and hacking offenses. The findings revealed that men were more likely to engage in online offending and that this gender gap was fairly persistent across the socialization variables of self-control and immersion into the cyberenvironment. Specifically, only three gender-invariant findings emerged: men and women commit statistically similar rates of digital piracy when self-control levels are low, and they also engage in similar rates of digital piracy and hacking offenses when Internet use is high. Detailed results, implications for theory and policy, study limitations, and directions for future research are discussed.     

Weberian Public Administration Versus New Public Management in Eastern Europe: The Case of Romania

As a recent member of the European Union (EU), Romania aligned its public policies to Westernized models of civil service reform. This article critically analyzes the impact of Human Resource Management (HRM) models as compared to a Weberian Easternized public administration culture, which continues to display strong hierarchical relationships, rather than the “networked” governance favored by some Western European countries.

The focus will be on the development of HRM policies and practices, taking as a set of case studies Romanian central government organizations. The key problem to be addressed is to understand why such organizations remain locked in ineffective systems of personnel administration. Yet, Romania, along with other Eastern European states, has been exposed to international reform movements in public management through policy transfer. The article will look for evidence of New Public Management (NPM)-type practices, in addition to HRM.

Moreover, the countries of Eastern Europe are far from homogeneous, and so an understanding of both the institutional and cultural context is crucial to ascertain the acceptability of NPM. In the case of Romania, this article considers HRM developments in a multi-culturally influenced state, which has also experienced Socialist regimes. However, policy innovations have started to appear, not only as a consequence of the international diffusion of “good practice” and “policy learning, ” but also stemming from the demands of European directives. Thus, the aim of this article will be to assess the role of policy learning in relation to HR reform in the public service.     

Perceptions Of Federal Management In The Clinton Era

This article examines aspects of planning, budgeting and reorganization in order to evaluate what improvements have been undertaken during the Clinton presidency to improve government performance in the United States national government 1 . The authors develop a model of government reform based upon a series of escalating steps. These are: (1) internal government improvements; (2) fundamental restructuring and reorganization of agency operations; (3) programme reforms, driven by internal management; (4) programme reforms – driven by policy and political change; (5) reform of the political system itself. The authors conclude that while the National Performance Review and Government Performance and Results Act are the centre-pieces of this effort, reform will continue in the US after NPR
and GPRA wither away because the time is right for reform for a variety of reasons discussed in the article. The findings are then focused in a broader context in terms of their applicability to western democracies which could result in smaller more successful governments in the twenty-first century.     

Management Discretion and Political Interference in Municipal Enterprises. Evidence from Italian Utilities

The attention of scholars and policy-makers is shifting from full privatisation to alternative measures as a means to improve the efficiency of public services. This article focuses on three restructuring measures adopted by local governments: partial privatisation (without transfer of control rights), inter-municipal joint ventures, and the presence of outside directors on the Board. Divergent hypotheses on these measures have emerged from two economic theories, namely public choice and the agency perspective. An empirical analysis investigates the effects of restructuring processes on a sample of Italian municipal utilities. Partial privatisation has been shown to play a significant and positive role, while Board independence from management has a less significant influence. Multi-government utilities have been found to suffer from severe coordination costs, which are not outweighed by scale benefits. Our findings reveal that management discretion is a significant source of inefficiency in municipal enterprises.     

Catering to Organizational Needs in Ethics Management: The Case of the European Commission

This article examines the ethical challenges encountered by European Commission officials in their day-to-day work. Based on an intra-organizational comparison between three Directorate Generals (DGs), the analysis reveals that ethical questions differ in these settings, depending on the type of external actors employees engage with. This internal heterogeneity makes the European Commission an interesting (unusual) case, which highlights the challenges of practising ethics management in a way that is truly responsive to organizational needs. The policy solution implemented by the Commission as a response—the appointment of “ethics correspondents” at DG level—has been only moderately successful.