Employee Perceived Effect of Leadership Training: Comparing Public and Private Organizations

This study reports on the effectiveness of a year-long field experiment involving training in transformational and transactional leadership in the public and private sectors. Using before and after training assessments by employees of several hundred Danish leaders, the analysis shows that transformational leadership training is associated with increases in behaviors linked to both transformational leadership and the use of verbal rewards, but only for public sector organizations. There is no impact in private sector organizations. Transactional leadership training appears to be equally effective in stimulating the use of pecuniary rewards in both public and private organizations.     

An Analysis of Differences in Work Motivation between Public and Private Sector Organizations

This study contributes to our understanding of the differences in work motivation between the public and private sectors. Data from a survey of 3,314 private sector and 409 public sector employees in Belgium strongly confirm previous research showing that public sector employees are less extrinsically motivated. Differences in hierarchical level are more important determinants of work motivation than sectoral differences. In addition, most observed differences can be wholly or partially explained by differences in job content, not by the sector itself. Evidence is presented to show that motivational differences can be explained by a positive choice of work–life balance.     

The 1987 Eduskunta Election in Finland*

The election to the Finnish Eduskunta which was held on 15–16 March 1987 may go down as something of a turning-point in Finnish postwar politics. It marked an end to the long-standing practice of excluding the Conservative Party from the list of potential government parties. Social Democratic Party leader Kalevi Sorsa elaborated on this topic in several campaign speeches and in such terms that there was little doubt he was more favorably disposed towards the Conservative Party than towards the Center Party In a speech which he delivered when visiting one of the local party organizations in Helsinki in late 1986. the Social Democratic Prime Minister even suggested that the Center and Conservative parties had changed places on the Finnish left/right continuum. As a consequence there did not seem to be much hope left for the kind of red/green government coalitions to which the Social Democrats had been committed ever since the mid sixties.     

私人组织中特定公权异化的内外二重性及抑制策略

特定公权异化不仅存在于公共组织当中,也存在于非公共组织尤其是私人组织当中。私人组织的特定公权异化具有内异化和外异化两种范畴,内异化是私人组织内部个体滥用特定公权力,外异化是私人组织在公法中作为一个整体滥用其法人组织身份的特定公权力;私营企业特定公权外异化的核心意图是盈利,其次则是生存。内异化和外异化的区分依据是异化的主体身份、影响范围和行为后果,二者共有的属性是同源性、内生性和共存性。对当前特定公权异化的抑制,理想的范式是实行宏观与微观、对立面自控两种具体策略。     

Finland: Marginal Case of Bicommunalism?

Finland is officially bilingual but is deficient in some ofthe structural, attitudinal, and institutional factors conduciveto the maintenance of a stable bicommunal political system.The system is in no sense a federal one. At the level of socialstructure, the Swedish-speaking minority is relatively small,proportionally decreasing, territorially divided, and increasinglybilingual as urbanization continues. In terms of attitudes,the existence of a distinctive Finlandssvensk cultural inheritanceis much debated, one view holding that the Swedish culturaltradition is an inheritance of the country as a whole and notjust of the linguistic minority. Many in both groups emphasizethe extent of common values across the linguistic division,and since 1939 external crises have strongly reinforced internalcohesion. In public institutions, Finnish and Swedish have virtuallyequal legal status but at the practical level Swedish is lessfully utilized. One factor for instability is that Finland'slanguage legislation, unlike that of Belgium or Switzerland,is based on flexible rather than fixed linguistic territoriality,except in the Åland islands, where Swedish enjoys a permanentlyprotected special status.     

Public versus Private Managers: How Public and Private Managers Differ in Leadership Behavior

This article aims to find out whether there are behavioral differences between public and private sector managers. Two groups of public managers (managers of social insurance agencies and public school principals) and a group of private managers (two samples) are investigated. Behavioral dimensions are investigated including leadership style (task, relationship, and change orientation), decision‐making style (the functions of sensing, intuition, thinking, and feeling), and motivation profile (achievement, affiliation, and power motivation). An analysis of data from 459 managers in four organizations in Sweden reveal significant differences in behavior between public and private managers. However, no significant differences in leadership behavior are discovered among public managers. Possible explanations for such differences and similarities are explored.     

The Balancing Act: Using Private Money for Public Projects

As public resources become scarcer, private donations for capital projects and public services may become increasingly important. Modern donors, using the new philanthropy philosophy common now in the nonprofit sector, may desire more control over the use of their funding than in the past. This research examines the effects of private donations on capital decision making, and explores the balancing act required by public officials between best practices and private norms in this process. The study uses the city of Omaha, Nebraska case, where corporate and individual donors have made significant financial contributions for the construction of a convention center/arena and a baseball stadium. Findings include both costs and benefits of this approach, and may be beneficial for theory‐building related to this relatively unexplored topic, as well as for practitioners faced with similar needs and demands.     

Social Upheaval and Transformation of Elite Structures: The Case of Finland

The purpose of this study is to ascertain how certain important changes in Finnish society in the 1990s altered the national elite structures and affected democracy. We examine how the patterns of recruitment, interaction and cohesiveness among the elites changed in the period 1991–2001. The data for the study were drawn mainly from postal surveys conducted among the elites and a sample of the population in 1991 and 2001. The first research task was to establish how recruitment to various elites has altered in terms of social stratification and education. The second was to analyse changes in patterns of interaction between various elites as far as physical contacts and attitudes were concerned. The third was to study the relationship between the elites and the general population on the basis of attitudinal affinity. The conclusions were based on theoretical models characterising various elite structures and their interconnections with democracy. The concept of a responsive elite is developed on the grounds of the theory of democratic elitism. The changes in the Finnish elite structure have meant a passage towards an inclusive structure compatible with democracy rather than towards an exclusive elite configuration. Finnish elites have become more open and more diverse.     

Organizations,Policies, and the Roots of Public Value Failure: The Case of For‐Profit Higher Education

While public value theory has emerged to offer important insights into the evaluation of social enterprises, little is known about the origins of public value failure and even less about the role that organizations and public policy play in creating public value failure. Accordingly, this analysis explores the origins of public value failure using examples from for‐profit higher education. A selection of organization and public policy concepts are integrated into a public value mapping framework to develop a theoretical basis for public value “failure drivers.” In addition to advancing public value theory, an understanding of the origins of public value failure and the role of failure drivers has important implications for the design of public value–maximizing strategies and institutions.     

Sponsoring Private Member's Bills in Finland and Estonia: The Electoral Context of Legislative Behaviour

This article examines the degree to which sponsored private member's bills (PMBs) in parliament can be explained by electoral incentives. Such bills are a peculiar piece of draft legislation – technically simple, topically unimportant and with negligible passage rates. Yet members of parliament (MPs) sponsor them in large numbers. One possible explanation for this behaviour is the electoral context arising out of the variance in electoral district size and electoral list types, which makes a strong personal reputation comparatively more important for some MPs. Sponsoring bills that have no realistic chance of becoming actual regulations could be a form of personal reputation‐building and/or vote‐seeking behaviour. Evidence is examined on the sponsoring of such bills in Finland between 2003 and 2007 and in Estonia between 1999 and 2007 in order to determine if the electoral context explains why some MPs do this more frequently. The results suggest that the electoral system does have an effect. MPs who have been elected under rules where personal reputation is not central in getting elected are less likely to sponsor such bills the larger their electoral district becomes.     

The Job of Government: Interweaving Public Functions and Private Hands

Lively and sometimes raucous debate about the job of government has increasingly engulfed American politics. Much of that debate has swirled around government's size, with conservatives arguing the case for shrinking government and liberals fighting to grow it. In reality, however, neither of these debates engages the critical underlying trend: the increasing interweaving of governmental functions deeply into every fiber of the nongovernmental sectors. Many reforms have sought to rein in government's power, but none has engaged the fundamental interweaving of policy implementation, and, not surprisingly, most have failed. Indeed, many have eroded the public's trust in the governmental institutions on which they depend. This process raises fundamental challenges for defining government's core role, for building the capacity to govern effectively, and for enhancing the accountability of governmental programs. Many of government's administrative tools are a poor match for the governance problems they seek to solve.     

The Institutionalization of Private Governance: How Business and Nonprofit Organizations Agree on Transnational Rules

This article assesses the recent trend of cooperation among antagonistic private actors that results in the creation and implementation of issue-specific transnational norms and rules and the subsequent shift from public to private forms of governance. Many political scientists agree that authority also exists outside of formal political structures. Private actors increasingly begin to make their own rules and standards that acquire authority beyond the international system. This observation is often referred to as private transnational governance as opposed to public or international governance. Although the concept of private governance gains prominence in academic debates, it is not clear how private governance on the global scale is constructed and maintained or what specific or general conditions are necessary for private governance to emerge. Based on the review of common theoretical propositions, this article develops an integrated model along which the necessary conditions for the emergence of private governance can be assessed and understood. As most research has hitherto focused on institutionalized cooperation between business actors (self-regulation), this article takes a closer look at those transnational systems of rule that result out of the enhanced cooperation between profit and nonprofit actors (coregulation).     

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.     

Metropolitan Planning Organizations and the New Regionalism: The Case of Louisville

This article outlines the new regionalism movement and its metropolitanagenda, reviews federal efforts to promote new regionalism underISTEA and TEA–21, considers how the new federal policieschanged the role of metropolitan planning organizations (MPOs)in transportation planning by examining the MPO for the Louisvillemetropolis, and assesses the MPO process in Louisville. Thelocal decision of whether to build a new bridge across the OhioRiver was a major test of the enhanced MPO process. Federaltransportation policies enhanced regional coordination and cooperationin transportation planning in the Louisville metropolis resultingin a consensus plan to build two bridges across the Ohio River.However, the MPO process did not lead to the development ofa metropolitan-wide interest or perspective. Moreover, the newregionalist agenda was not advanced because sprawl was not afactor in the decision on whether and where to build the bridges.