The Forgotten Regional Organizations: Creating Capacity for Economic Development

Government capacity helps explain variance in public sector organizations' performance, and measuring capacity helps identify deficiencies that may be addressed in order to improve the efficiency and effectiveness of these organizations. This study examines the capacity of regional economic development districts to leverage federal grant funds in the counties they serve, controlling for additional sources of potential capacity and demand for federal grants. A decade of data reflecting federal grant funding to counties in one state was compiled from the Federal Awards Data System and analyzed using pooled cross-sectional time-series analysis with panel-corrected standard errors. The results indicate that regional economic development districts demonstrate varied but significant capacity to leverage federal grant funds in the counties they serve. The results suggest that similarity in the purpose and structure of regional economic development districts within a state are not enough; we need to better understand the resources within the organization and the mission that determines how those resources are applied.     

The Development of Competitive Industries: The Role of State Government Actors

Despite widespread adoption of Porter's Industrial Cluster Theory as a policy development framework by federal and state governments over the past decade, Australia remains significantly below the OECD average in terms of its industries' economic contributions to real wealth creation ( Brown 2000 ; OECD 1998 ). The major cause cited for this relatively poor performance has been inability of key government officials to implement effective industry policy that simultaneously avoids de facto protectionism and distortion of competition. This article provides an insight into the key policy decisions undertaken by the Tasmanian state government that coincided with development of an internationally successful shipbuilding industry in that state. As such, this article provides a reflection on policy initiatives that may be valuable for government officials elsewhere.     

论学术型组织的组织学习

本文中我们所讨论的学术型组织的目标是科技的创新和人才的培养;其形成既可以是通过行政的方式,如具有行政编制的科研院系所等,也可以通过自发的方式,如以学科或研究方向组成的学术研究团队等;它的最终评价是科技创新的成果和人才培养的质量。根据圣吉博士提出的五项修炼模型,我们从以下五个方面讨论学术型组织中存在的共性特点及问题：     

非政府组织的政府化及对组织绩效的影响

在我国"强政府、弱社会"的状况下,非政府组织都或多或少地带有政府的特征,这种现象可称为非政府组织的政府化。通过对哈尔滨市的社团组织进行的随机抽样调查表明,社团组织的政府化程度较强且组织绩效普遍低下。对社团组织的政府化程度和组织绩效分别进行因子分析,析出了政府化程度的政府参与因子、基本要素的政府支持因子、经费支持与政府依赖因子,组织绩效的凝聚力因子、计划与执行力因子和组织活力因子。分析表明,政府化程度与组织绩效的各因子之间存在着复杂的关系:政府的参与有助于提高组织的计划与执行能力却消减了组织活力;政府对社团组织基本要素的支持有利于提高组织的凝聚力和活力;政府对社团组织的经费支持和由此导致的对政府的依赖能够提高组织的计划与执行能力,但却降低了组织活力。聚类分析的结果表明:城市社团中存在着管理型、职能型、自立型和名义型四种类型的社团。     

Enforcement or Ethical Capacity: Considering the Role of State Ethics Commissions at the Millennium

Looking back on the twentieth century, the American public has witnessed numerous incidents of unethical behavior by a variety of federal, state, and local government officials. Ongoing cases of political and bureaucratic corruption raise questions about what governments are doing to prevent these "ethical lapses." Most state governments have comprehensive ethics laws and ethics commissions to enforce these laws. Very few studies have examined the role of ethics commissions in state government. This article stems from research conducted during 1997–98 involving more than 60 anonymous interviews with ethics officials and stakeholders in Connecticut, Florida, and New York. This analysis reveals that ethics commissions are instruments and symbols, policemen and consultants, politicians and neutral technicians, and interpreters of and prisoners to the ethics laws. The article concludes with 10 recommendations to improve ethics enforcement and the ethics-building capacity of state governments as society enters the next millennium.     

我国非公有制企业中党组织的地位

非公有制企业的党组织的政治核心作用表现为三个方面 :一是广大职工群众的政治核心 ,二是巩固和扩大党的群众基础、阶级基础和执政基础的重要领域 ,三是引导非公有制经济健康发展、巩固和完善我国社会主义初级阶段基本经济制度的重要保证     

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.     

Personnel Constraints in Public Organizations: The Impact of Reward and Punishment on Organizational Performance

In recent years, many public sector reforms have attempted to loosen personnel constraints on the assumption that more managerial flexibility will increase organizational performance. The authors mount an empirical study to test this assumption using data taken from English local government authorities. Personnel constraints are operationalized using Rainey's long‐standing measures of the concept. Statistical results from multiple regression analyses indicate that “difficulty in removing poor managers” is harmful to organizational performance, but “difficulty in rewarding good managers” has no effect. The authors delve inside the organizational hierarchy and find that attitudes toward personnel constraints vary by organizational level and managerial rank: for example, frontline managers feel more constrained overall, while senior managers’ perceptions of constraints are more closely linked to organizational performance but in some unexpected ways. The implications of these findings, including the fact that personnel constraints have varying impacts on organizational performance, are considered.     

Claiming Kapwa: Filipino Immigrants,Community-Based Organizations,and Community Citizenship in San Francisco

Filipino immigrants and Filipino-serving community-based organizations (CBOs) in San Francisco work to meet community members’ immediate needs. At the same time, it activates political participation for Filipinos to make claims on traditional citizenship from the city agencies under an albeit xenophobic climate. Although city-level legislation marks San Francisco as politically progressive, Filipino community members experience the national anti-immigrant climate in the United States through a lack of services for integration. We argue that immigrants and CBOs develop “community citizenship” that link Filipino immigrants to local state services while engaging in community building activities that affirm the transnational identities of Filipinos as part of their (in)ability to participate politically in San Francisco. Through qualitative interviews from Filipino organizers and CBO staff, we argue that CBOs use Filipino core cultural values to facilitate collective responsibility for community members’ needs that is not only local but also always transnational under contradicting currents of liberal progressivism and neoliberal conservatism in the city and nationally.     

The Role of Organizations in Fostering Public Service Motivation

In seeking to explain the antecedents of public service motivation, James Perry focuses on the formative role of sociohistorical context. This study tests Perry's theory and examines the role that organizational factors play in shaping public service motivation, based on responses from a national survey of state government health and human service managers. The findings support the role of sociohistorical context, showing that public service motivation is strongly and positively related to level of education and membership in professional organizations. The results also underscore the significant influence of organizational institutions, indicating that red tape and length of organizational membership are negatively related to public service motivation, whereas hierarchical authority and reform efforts have a positive relationship. Therefore, public organizations have both an opportunity and a responsibility to create an environment that allows employees to feel they are contributing to the public good.     

Taxation and the Unequal Reach of the State: Mapping State Capacity in Ecuador

Even though the unequal reach of the state has become an important concern in the literature on developing democracies in Latin America, empirical measures of intracountry variation in state capacity are scarce. So far, attempts to develop valid measures of the reach of the state have often been hampered by inadequate data. Leveraging insights from national‐level scholarship, this article proposes a tax‐based measure to capture such intracountry variation. Drawing on a comprehensive data set of municipal finance and estimates of economic activity derived from nighttime lights, it maps state capacity in Ecuador. The article validates the measure on the basis of survey data collected by the Latin American Public Opinion Project. A multilevel analysis demonstrates that citizens tend to be more satisfied with the services provided by the state in municipalities with higher state capacity, which strengthens confidence that the measure picks up relevant differences.     

资源依赖、关系合同与组织能力——政府购买公共服务中的社会组织发展研究

对于社会组织而言,组织能力的重要性并不亚于组织自主。随着政府购买公共服务的兴起,社会组织对政府的资源依赖程度正日渐加深。这种资源依赖对社会组织的组织能力产生非线性影响,关系合同在二者之间起到中间变量的作用,能够化解因资源依赖而设立的正式监控带来的一些负面影响。通过多案例的比较分析,发现两个结论:一是在资源依赖的背景下社会组织能力发展可能会出现两种异化现象,要么过度强调非正式关系,要么过度强调合同指标;二是关系合同的建立有助于减少正式监控的弊端,但并不一定能促进组织能力的提升。     

An Organizational Echelon Analysis of the Determinants of Red Tape in Public Organizations

This article adopts an organizational echelon approach to the study of red tape in public organizations and argues that the nature and extent of red tape will vary at different levels of the organizational hierarchy. These propositions are tested with a multiple‐informant survey using a lagged model. The empirical results across the three organizational echelons sampled indicate modest variations in the levels of perceived red tape and major variations in its determinants. Results from the more senior managers uphold prior research findings and hypotheses on the determinants of red tape. This is not surprising because earlier studies typically sampled senior executives. Yet the lower down the organizational hierarchy one travels, the more red tape officials perceive and the more multifaceted the findings on determinants become. The authors conclude that prior empirical work is likely to have underestimated the extent of red tape in public organizations, and oversimplified its determinants. The implications for theory and practice are discussed.     

Civil Society Influence on International Organizations: Theorizing the State Channel

Abstract

The literature on transnational civil society tends to treat civil society organizations (CSOs) as independent actors, accomplishing policy change largely through moral force or popular pressure. However, a significant portion of CSO successes in policy advocacy actually utilizes alliances with state actors. To understand the implications of this ‘state channel’ of CSO influence, we develop a new model of CSO use of state influence. We identify four factors that determine whether the state channel is accessible for CSOs to use and is likely to produce more effective CSO influence than direct CSO engagement with the international organization (IO): the porousness of the targeted states and IOs, the availability of contacts, the possibility for alignment of interests, and the relative power of aligned state and IO contacts. We illustrate this theory using four case studies of civil society engagement: two case studies involving the World Bank and two involving the Association of Southeast Asian Nations. Our analysis suggests that the factors determining CSOs' successful use of the state channel currently tend to favour a small number of well-resourced, reformist CSOs from porous and powerful states.     

Motivating and Retaining Government Employees: The Role of Organizational Social Capital

While a great deal of attention has been given to the role of performance pay and extrinsic rewards in understanding how to motivate and retain employees, this study points towards the importance of organizational social capital, defined as the sum of collaboration, trust, and value congruence among employees. Using a four-year panel data set of 170 federal agencies, we find a positive effect of social capital on intrinsic motivation but contradicting effects on turnover. Changes in social capital across time mitigate turnover intention but are unrelated to turnover behavior. A cross-sectional analysis shows, however, that the relationship between social capital and turnover behavior is curvilinear and has an inverted u-shape. The findings suggest that social capital can be a double-edged sword, as it is harmful in lower doses but beneficial if a critical mass of employees can participate in the social network, thereby avoiding conflict-laden in- and out-group constellations.     

The Federal Role in State Fiscal Stress

This article examines the extent to which the federal government'spolicies were responsible for the fiscal stress experiencedby most state governments in the early 1990s. Federal policieshave contributed considerably to recent state fiscal stress,particularly through the Medicaid program—the fastestgrowing part of state budgets—and the recession, whichdepressed revenue and increased welfare and Medicaid spending.Federal aid reductions have not been an important source ofrecent state fiscal stress. The real value of per capita federalaid other than for welfare programs fell considerably in the1980s, but the reductions were much greater for local governmentsthan for states. The largest reductions were in the early 1980s.Federal policies have affected state finances in several otherways—through tax policy, unfunded mandates, and the federalfailure to cope effectively with problems like health and poverty.Federal court rulings have also caused budget problems (as havestate court decisions). In some respects, state fiscal problemsare not a federal responsibility. Rising school enrollments,new corrections policies, and inelastic tax systems have createdfiscal stress for many states. Excessive state spending in the1980s has contributed to recent fiscal problems in some states,but not generally.