Administrative leaders as institutional entrepreneurs in developing countries: A study of the development and institutionalization of performance management in Ghana's public service

Performance management (PM) has become one of the most important reforms in the public sector in both developed and developing countries. Unfortunately, institutionalizing PM in the sector continues to be a major problem. Although a number of scholars continue to study the PM in the public sector from different theoretical perspectives, there has been paucity of research concerning the process of institutionalization. The few studies that have attempted to look at the process have done so from a “coercive isomorphism” perspective, especially through legislation. The lack of studies to examine the process of institutionalization has therefore created a gap, which needs to be filled. We therefore attempt to contribute to this discussion by exploring the role of institutional entrepreneurs and their impact on the development and institutionalization of PM in developing countries, with a particular focus on Ghana, a country obsessed with PM but was only able to institutionalize one in 2013 under the leadership of its Public Services Commission. How was the leadership of the PSC able to succeed where previous leaders could not? What characteristics did they display, and what strategies did they use to get things done? The research is a qualitative one.     

Livelihood strategies and performance of Ghana's health and education sectors: exploring the connections

The public sector in Africa is riddled with widespread ineffectiveness. Although some countries have implemented various reform programmes with the support of international development agencies, the results so far have been disappointing. One reason for the failure is that the policies have focussed more on achieving macroeconomic stability than making the organisations effective. This article explores a fundamental problem of the policies—the need to focus on the human component of organisational performance. Using education and health organisations in Ghana as examples, the article advances a hypothesis that the livelihood strategies of public sector employees and the performance of their organisations are interconnected. Specifically, it is argued that as public sector employees have become more dependent on multiple sources of income, they have developed multiple social identities, which influence the culture of their organisations. The organisational culture may have encouraged employee effectiveness in some cases, but for most organisations, it has resulted in practices that perpetuate inefficiency and poor performance. To be successful, public sector reform policies must therefore involve deliberate efforts to change organisational cultures. Copyright © 2005 John Wiley & Sons, Ltd.     

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.     

Legitimacy and context: implications for public sector reform in developing countries

This article examines the interplay between legitimacy and context as key determinants of public sector reform outcomes. Despite the importance of variables such as legitimacy of public institutions, levels of civic morality and socio‐economic realities, reform strategies often fail to take such contextual factors into account. The article examines, first, relevant literature – both conceptual and empirical, including data from the World Values Survey project. It is argued that developing countries have distinctive characteristics which require particular reform strategies. The data analysed shows that in Latin American countries, there is no clear correlation between confidence in public institutions and civic morality. Other empirical studies show that unemployment has a negative impact on the level of civic morality, while inequality engenders corruption. This suggests that poorer and socio‐economically stratified countries face greater reform challenges owing to the lack of legitimacy of public institutions. The article concludes that reforms should focus on areas of governance that impact on poverty. This will in turn help produce more stable outcomes. Copyright © 2008 John Wiley & Sons, Ltd.     

Risk management for targeting customs controls in developing countries: a risky venture for revenue performance?

Customs authorities in developing countries are often reluctant to forget systematic inspections for fear of risking revenue loss. Such physical inspections however, impede rather than facilitate trade. Control selectivity is therefore a key issue in customs administration reform. This paper shows how a sophisticated risk management method can facilitate trade by automatically and rationally selecting transactions, with the end result of actually enhancing revenue performance. Copyright © 2005 John Wiley & Sons, Ltd.     

Policy entrepreneurship in developing countries: A systematic review of the literature

What can be learned from two decades of studies on policy entrepreneurship in developing countries? Policy entrepreneurship is a rapidly evolving analytical concept. A growing number of studies exploring public policy in developing countries use policy entrepreneurship as an explanatory theoretical concept. However, a substantial part of this research relies on qualitative case study analysis, lacking a comprehensive overview of the concept of policy entrepreneurship. This paper conducts a systematic review of the literature on policy entrepreneurship in developing countries. A total of 47 papers addressing policy entrepreneurship in the developing world, published between 1993 and 2017, have been analysed. The purpose and contribution of this paper are to offer a clearer picture of policy entrepreneurship in the developing world by concentrating on two aspects. First, we describe the characteristics of the studies on policy entrepreneurship in the developing world. Second, we analyse such studies, identifying the lessons that can be drawn on the phenomenon of policy entrepreneurship in the developing world. We conclude with an agenda for future studies, examining new theoretical, methodological, and empirical opportunities to advance the understanding of policy entrepreneurship in developing countries.     

Public service ethics,values and spirituality in developing and transitional countries: Challenges and opportunities

Concerns over the unethical conduct of leaders and public officials have led to the renaissance of interest in public service ethics and values. Although national and organizational systems and structures have been instituted to either eradicate or ameliorate unethical behaviours in the public service of countries, the practice still persists with devastating consequences. As one way forward, spirituality has been touted as having the potential of stimulating the moral thoughts of individuals who are dealing with ethical issues, thereby reducing unethical behaviour and generating positive organizational behaviour. Drawing from the perspectives of developing and transitional countries, this special issue empirically examines the extent to which ethics, values and spirituality can reduce unethical behaviours.     

The contribution of international accounting standards to implementing NPM in developing and developed countries

In recent years, numerous countries have undertaken administrative reforms to implement New Public Management (NPM) postulates. The implementation of NPM involves new information needs for decision taking by public managers. In this context, public sector accounting plays a key role as an information system for the successful implementation of NPM. The International Federation of Accountants (IFAC) is undertaking an international accounting harmonisation project to establish high‐quality public sector standards to meet the new information requirements under NPM worldwide. This article examines the capability of IFAC accounting measurement bases to meet information needs under NPM postulates, in both developing and developed countries, analysing the differences between these types of countries. The National Accounting Standard Setters (NASS) of 47 countries were asked about the usefulness and viability of Fair Value Accounting (FVA) to implement NPM postulates, especially those concerning improved efficiency, enhanced information transparency and benchmarking analysis. Copyright © 2007 John Wiley & Sons, Ltd.     

Tussle for space: The politics of mock-compliance with global financial standards in developing countries

As efforts to harmonize policies globally intensify, developing countries increasingly face pressures to adopt international standards. Yet, we know little about the circumstances under which developing countries manage to circumvent such pressures, or about their strategies to maintain policy space. We explore under which conditions developing countries are willing and able to sustain mock-compliance, a situation where countries comply on paper but not in practice. Using country comparisons of Angola's, Nigeria's, Tanzania's, and Vietnam's engagement with the Basel banking standards, we show how three factors combine to produce sustained mock-compliance: high costs of outright non-compliance due to outward-orientated banking sectors; high political costs of substantive compliance; and state control over profitable markets. Our article contributes to theory-building in the literature on compliance and structural power as well as to broader debates about developing countries' policy autonomy in their engagement with global financial norms.     

Understanding the changing role of public sector performance measurement in less developed countries

This article develops a framework for understanding changes in the demand for and supply of performance information in public sector organizations in less developed countries (LDCs). New Institutional Sociology (NIS) is used to argue that pressures from specific stakeholders stimulate organizations to produce particular performance information. The article distinguishes three groups of stakeholders (i.e. funding bodies, statutory boards and purchasers), and elaborates on the performance dimensions these stakeholders are interested in. The group of funding bodies, with their interest in financial performance information, used to be the most important group of stakeholders. However, statutory boards and purchasers are gaining importance as a result of recent public sector reforms, which include decentralization, marketization and the implementation of anti‐corruption programs. As a consequence of pressures coming from these stakeholders, new performance dimensions, such as the quality and quantity of services and the political governance structure, will be added to organizations' performance measurement (PM) systems. Whether these and other—often more traditional financial—performance dimensions will be balanced and integrated throughout organizations depends on the power positions of the various stakeholders. The arguments presented in this article intend to stimulate public sector organizations in LDCs to design and redesign PM systems as a response to changing stakeholder interests. Copyright © 2010 John Wiley & Sons, Ltd.     

Image and the impact of public affairs management on internal stakeholders

This paper examines both the direct and indirect effects of images of corporate social performance on internal stakeholders. The authors suggest that public affairs managers must be particularly concerned about the ways in which images that are intended for and projected at external stakeholders are reflected back to internal stakeholders. In this new era of extremely tight labour markets, minimal corporate loyalty and high job mobility, public affairs efforts will increasingly impact upon a firm's employees. By monitoring this process, managers may more quickly identify the moment when internal stakeholders have developed a perception that differs from their original intent. This will allow managers to make a better job of maintaining a consistent image of the firm both inside and outside, and of managing the culture of the firm and its key human resources. Copyright © 2001 Henry Stewart Publications     

Drifting towards convergence? Motivation and performance management in state and private companies in the provision of telecom services in Ghana

The concept of expectancy on which many of the theories of workplace incentive programmes are based, claims that when employees are given a particular level of motivation, it will result in some level of performance. The general perception in Ghana is that public sector employees do not perform as efficiently as private sector workers because they lack incentives to do so. However, few studies have compared the incentive structures of the two sectors. Using empirical evidence from four telecom companies in Ghana, this article shows that the gaps between ‘state’ and ‘private’ have narrowed. Also, while incentive structures such as salary, fringe benefits and job (in)security are converging, critical performance management processes like employees' participation in decision‐making, performance appraisal, monitoring and credibility of sanctions are drifting apart. This article concludes that differences in performance between state and private companies may be explained by performance management processes and not incentive structures. It cautions that improved salaries and other office perquisites may not by themselves achieve organisational performance. Rather, incentives should be embedded in a broader approach through effective performance management processes. The information in the article is relevant to the ‘borderline’ part of the public sector under a deregulated environment. Copyright © 2007 John Wiley & Sons, Ltd.     

Influence of public administration and environmental management performance of cement manufacturing in Malaysia

Environmental issues have become critical concerns of businesses worldwide where environmental obligations have grown substantially and companies have to be environmentally responsible. Malaysia has enacted the Environmental Quality Act 1974 and subsidiary Environmental Quality （Clean Air） Regulations 1978, Environmental Quality （Sewage and Industrial Effluent） Regulations 1979, Environmental Quality （Prescribed Activities） Order 1987 and Environmental Quality （Scheduled Waste） Regulation 2005. ISO 14001 environmental management system （EMS） standard designed to introduce environmental improvement into every aspect of a company＇s operations. ISO 14001 assists companies in creation of structured mechanisms for continuous improvement in environmental performance. There is a complex and dynamic relation between profitability and environmental concerns. The paper evaluates how ISO 14001 aids cement companies in operating continuous environment protection programs to minimize significant environmental impacts. This study analyzes the relationship between adoption of ISO 14001 to business performance and competitive advantage of Malaysian companies that provides insights into motivations and results. ISO 14001 has a positive impact on companies＇ performance, specifically on perceived environmental impacts. The companies recognized the need for ISO 14001 as an internal tool to maintain operations and management competitiveness. To adopt the ISO 14001 environment elements, it is necessary to have corporate culture that support complex operational activities in line with the top management commitment of the ISO 14001 policy and regulatory-compliant. ISO 14001 implementation was crucial in bringing about reduction of damage to the environment at operational level, and effective environmental management at management level, as well as improvement of the company＇s image and competitiveness at strategic level. Companies that export their products are expected to implement the ISO 14001 in order to maintain their competitive edge in the global market place.     

The application of new public management doctrines in the developing world: An exploratory study of the autonomy and control of executive agencies in Tanzania

This article examines the agencification of public service in Tanzania. This is discussed with reference to the New Public Management (NPM)‐inspired reforms of which the creation of executive agencies is one of its core features. The article attempts to understand the extent to which executive agencies in Tanzania display characteristic features of an ideal‐agency model as propagated by the NPM reform doctrines. Key features of the ideal‐agency model have been described as structural disaggregation, autonomy and contractualisation. It questions views held by many NPM‐minded reformers, such as the EU and World Bank that this model is universally applicable and can be emulated in different parts of the world. The article's assumption is that the NPM‐agency model is based on a weak empirical foundation and its universal applicability is questionable. To illustrate our arguments we confront the NPM‐agency model with the empirical data drawn from the agencification of public services in Tanzania. Findings indicate that agencies in Tanzania display hybrid characteristics in terms of their autonomy and control. Our conclusion is that the universality of NPM‐agency model is illusive. Copyright © 2010 John Wiley & Sons, Ltd.     

Public sector reform in Sub‐Saharan Africa: what can be learnt from the civil service performance improvement programme in Ghana?

This paper focuses on public sector management reform ‘best‐practice’ case experience from Sub‐Sahara African (SSA). Given that ‘best‐practice’ is a relative concept and often debatable, the paper uses the Ghana Civil Service Performance Improvement Programme (GCSPIP) experience as rather a ‘good‐practice’ case with the view to sharing the outcome and lessons to encourage collaborative‐learning. It seeks to share the outcome and lessons learnt by the Ghana civil service reform with future public service reformers and to contribute to the literature. The paper concludes with an adaptable three‐dimensional framework. The framework argues that successful future public service reform (PSR) should consider three broad issues: first, are the ‘critical success factors’, including wholehearted political leadership commitment; wholehearted bureaucratic leadership commitment; thoughtful synergistic planning/preparation; patience for implementation and evaluation; capacity to convince; neutralise and accommodate reform‐phobias and critics; sustainable financial and technical resource availability and conscious nurturing of general public support. Second, is the need for reformers to appreciate the concerns of the public and the civil society scepticism of public ‘institutions’ and its ‘operatives’ and finally placing any reform programme in a country‐specific context, including understanding its history, culture, politics, economy, sociology, ideology and values. Copyright © 2008 John Wiley & Sons, Ltd.     

The impact of state governance structures on management and performance of public organizations: A study of higher education institutions

Legislative statutes are passed by political majorities which support structures that insulate the implementing agency from its political opponents over time. Political actors also respond to different constituencies. Depending on the broad or narrow base of these constituencies, actors favor different kinds of governance structures. We apply this theoretical framework to the question of whether the state governance structures of boards of higher education affect the way university managers allocate resources, develop sources of revenue, and promote research and undergraduate education. Over the past two decades state governments have given considerable attention to state governance issues, resulting in many universities operating in a more regulated setting today. This paper develops a classification of higher education structures and shows the effects of differences in these structures on university management and performance using a data set that covers the period from 1987 to 1998. The analysis suggests that, for most of the measures, productivity and resources are higher at universities with a statewide board that is more decentralized and has fewer regulatory powers. © 2004 by the Association for Public Policy Analysis and Management.     

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.     

Knowledge,innovation and sustainability： The implementation of voluntary environmental policies in Greece： The case of environmental management systems

The paper focuses upon the issues of knowledge, innovation and sustainability concerning the implementation of voluntary environmental policies in Greece, and in particularly, through assessing the implementation of environmental management systems （EMS）. The first part of the paper refers to the theoretical background of EMS, presenting selected aspects from the approaches of the new economic geography and the new regionalism and from ecological modernization theory. In the second part, the implementation of EMS in Greece is highlighted, mainly focused on the profile of the enterprises, the sectoral and regional distributional pattern and the main problems during the implementation. The third part presents the main results of the empirical research on the impact of EMS implementation, concerning sustainability （e.g., water and energy savings, alternative renewable resources, sound waste management）, innovation （e.g., product or process innovation） and participation. The role of knowledge, during the process of implementation of EMS, is analyzed in the forth part of the paper. In the last part, recommendations for future policies are described, aiming at promoting strategies of EMS in urban areas and enchasing the role of local government.     

The World on the Box: International Issues in News and Factual Programmes

A report on factual international programmes shown on UK TV in 2003 reveals that the total of hours broadcast is similar that of previous years. However, there has been a drop in the number of programmes on developing countries, and the definition of 'factual international' covers a misleadingly wide range - including game shows and travel programmes. The amount of developing country coverage on terrestrial TV is the lowest since the measurement began in 1989. Many serious programmes on developing countries are now shown exclusively on the new BBC digital channels. It appears that ITV is no longer fulfilling its public service remit to broadcast programmes covering 'matters of international significance and interest'. The proportion of foreign coverage in television news increased in 2003 across all bulletins, as a result of the Iraq war.