ADMINISTRATIVE PROFESSIONALS AND THE DIFFUSION OF INNOVATIONS: THE CASE OF CITIZEN SERVICE CENTRES

This article examines how administrative professionals affect the diffusion of one‐stop shops in the form of integrated citizen service centres (CSC) in a Danish local government setting. CSCs are an example of a new organizational form: functionally integrated small units (FISUs). The diffusion of the CSCs among municipalities is used to analyse how administrative professionals act as drivers in the process of organizational level innovation. Furthermore, it is examined how institutional, political and economic characteristics of municipalities influence the likelihood of adoption. The findings highlight that a high concentration of administrative professionals indeed make the adoption of CSCs more likely. Additionally, the findings confirm three commonly stated hypotheses from the diffusion of innovations literature, namely that need based demands, wealth and the regional supply of CSC increase the likelihood of its adoption.     

The environmental determinants of diversity management: Competition,collaboration and clients

Diversity management has received considerable attention in public management research. Most existing research, however, analyses the effects rather than the determinants of diversity management. Using panel data on American hospitals from 2008 to 2011, we probe how market competition, inter‐organizational collaboration and clientele diversity affect diversity management adoption. We find that all three environmental factors increase diversity management adoption. Hospitals in competitive markets are more likely to adopt diversity management strategies when they engage in extensive service collaboration and serve a diverse population. Monopolies in less collaborative environments lag behind in adopting diversity management, especially when they serve ethnically homogenous populations. Our findings broaden understandings about what drives diversity management practices and add to the literature on the external contingency of managerial practice.     

Robust emergency management: The role of institutional trust in organized volunteers

In these turbulent times of increased frequency and magnitude of emergencies caused by climate change, pandemics, and other public safety hazards, there has been a growing interest in the question of how to enhance the robustness of emergency management systems. Recent research points to integrated networks of public and non-profit actors as a superior strategy for developing robust governance responses to turbulent problems. This article suggests that institutionally conditioned trust between professionals and volunteers is key to robust emergency management. Based on institutional trust theory and the findings of an empirical case study of local emergency management in Denmark and Norway, it shows how six institutional sources of trust condition the scalable use of organized emergency management volunteers. The study contributes with a theoretical argument and empirical insights on how institutional trust strengthens the robust governance and management of emergencies.     

Hardening Budget Constraints: A Cross-National Study of Fiscal Sustainability and Subnational Debt

This study explores the financial sustainability of subnational governments in four different countries. Scholars argue that subnational fiscal capacity helps local governments deliver better public services and provide public goods, which in turn helps to promote economic growth. While administrative control by the central governments contributes to reducing moral hazard from the soft budget constraints, bottom-up strategies to manage fiscal profligacy also need attention. The study first provides understanding about the characteristics of central-local governance and management of subnational government debt of each country. Then, we test our hypotheses regarding local fiscal capacity and administrative control, including political-economic factors that may affect debt spending by local governments. Our findings show that subnational fiscal sustainability improves when the central governments have clear rules to intergovernmental transfers in place and more (market) liberal policies, meanwhile when subnational governments have a more fiscal capacity and less intergovernmental transfers they are able to manage their debt more soundly.     

Elite Ethics: Comparing Public Values Prioritization Between Administrative Elites and Political Elites

In this article, we compare how administrative and political elites in The Netherlands, the European Union, and the United States perceive and prioritize four key public values—responsiveness, expertise, lawfulness, and transparency. Our data from 94 in-depth interviews show that political elites and administrative elites differ most in their perception and prioritization of expertise and transparency and less in responsiveness and lawfulness. Interestingly, these politico-administrative value differences largely hold across the institutional settings we study. Theorizing on our results, we formulate eight propositions for future studies. Our study contributes to public values research by using qualitative methodology and including politicians.     

Land Use and Tenure Insecurity in the Drylands of Southern Ethiopia

This paper examines changing patterns of land rights and use in Borana and Guji zones, southern Ethiopia. It seeks to understand how heterogeneous groups of pastoralists and agropastoralists gain access to land under varied institutional configurations. We find different means of exclusion are pursued, including private enclosures that rely on customary institutions, government administration, and/or hybrid combinations to enforce claims. We also find that some herders may be making claims to farm plots with the goal of securing access to land rather than planting crops. By assessing how different situations and socio-economic factors affect land claims, the paper deepens understanding of motivations for plot acquisition by pastoralists and challenges the common dichotomy between customary and formal administrative rules and institutions.     

Tension in democratic administration: Does managerial confidence in administrative capacity reduce citizen participation in organizational decision-making?

The tension between bureaucratic and democratic values has characterized significant debates in the field of public administration. In this article, we ask, does public managers' confidence in their organizational administrative capacity affect citizen participation? Using managerial confidence in organizational response capacity (ORC) during crises as a vehicle to investigate the tension between democratic and administrative values, we examine whether an administration-centric approach to management influences citizen participation. We posit that higher levels of managerial confidence in organizational administrative capacity can lessen the pressure from political stakeholders which, in turn, might allow managers the autonomy to isolate themselves from the general public. The empirical analysis uses a structural equation model (SEM) to examine survey data from senior managers in 500 US cities. We find that managerial confidence in ORC reduces citizen participation, but only indirectly through diminishing influence from other governmental actors or by allowing managers to win the trust of political principals.     

How does ethnic diversity shape the design of intergovernmental fiscal relations? Evidence from China

This study examines how ethnic diversity shapes the design of intergovernmental fiscal relations in regimes such as China, where local accountability and resident mobility are largely absent. We argue that in these regimes, ethnic diversity largely captures potential social conflicts and instability, consequently requiring a higher level of fiscal centralization and regional equalization from upper-level governments to preserve social stability. Using provincial and sub-provincial level panel data from China for 1995–2019, we find strong supporting evidence that an increase in a province's ethnic diversity significantly increases fiscal centralization and the provincial government's fiscal equalization efforts. We also show that these effects tend to be stronger in provinces whose leaders have closer ties with the central authority and where local capture is less serious. Our study contributes to a better understanding of ethnic diversity's consequences on the policy choices governments make.     

Management strategies in response to an institutional crisis: The case of earthquakes in the Netherlands

When a policy sector is confronted with a relatively strong and steep decline in legitimacy, we speak of an institutional crisis. We know little about the causes or consequences of these crises. This article explores how institutional crises are managed. It focuses on the effects of management strategies observed in a case study of an institutional crisis in the Netherlands. While we found that policy elites displayed a tendency to maintain the status quo of a policy sector, we also found that the effectiveness of their response strategies was negated by the counter‐response it evoked among freshly energized interest, advocacy and citizen groups. We conclude that the resolution of an institutional crisis is inherently contested. Based on our case study, we develop a theoretical model and formulate propositions that may help to improve our understanding of institutional crisis management.     

The effectiveness of network administrative organizations in governing interjurisdictional natural resources

Can network administrative organizations (NAOs) improve networks' ability to solve complex social and environmental problems? This is a classical question in collaborative governance. The public management literature examines collaborative outcomes at either the organization or the entire network level, but has not addressed “edge level” outcomes to evaluate structured interactions among network actors. Therefore, we investigate outcomes in an interjurisdictional area that reflect collaborative efforts between local governments. Recently, Guangdong Province in China enacted the River Chief System, an institutional reform that mandates the provincial government to establish an NAO to coordinate intercity rivers' management. To assess how well the reform has worked to reduce pollution, we employ the synthetic control method using monthly water quality data from 14 river monitoring sites in two neighboring cities. Our results indicate that the reform reduced the interjurisdictional river sites' pollution level effectively by 36% in the following year. This preliminary finding contributes to the collaborative governance theory and provides new evidence on whether the NAO model improves the shared outcomes between local governments.     

Performance regulation in a networked healthcare system: From cosmetic to institutionalized compliance

This article studies the role of a public regulator in managing the performance of healthcare professionals. It combines a networked governance perspective with responsive regulation theory to show the mechanisms that have added to significant changes in medical cost management in the Netherlands. In a five-year period, hospital practices transitioned from cosmetic compliance with performance regulation and strategic upcoding to institutionalized compliance more in line with regulatory goals. The article demonstrates how policy changes transformed incentive structures, introduced new forms of accountability, and added actors to the network with technocratic disciplining tasks. The networked character of performance regulation offered opportunities for a responsive, non-coercive regulatory strategy that engaged various actors in a regulatory conversation about strategic coding. Responsive regulation can reduce strategic responses to performance regulation and manage the gap between administrative and clinical logics. The case study contributes to our understanding of the effectiveness of responsive, non-punitive regulation in networked settings.     

THREE UNIVERSITIES AND THE BRITISH ELITE: A SCIENCE OF COLONIAL ADMINISTRATION IN THE UK

In this article we examine how the science of colonial administration, which evolved within the training for colonial administrators in the decades 1930–50 in Britain, became institutionalized in British Universities. We will see that both the colonial context and the somewhat ambivalent conception of colonial administration conveyed by academics such as Margery Perham, Lucy Mair and officials from the Colonial Office may have justified the need to consider colonial administration to be a scientific discipline in its own right, but that it was perhaps the fight between the universities to control and produce the British administrative elite which provided the driver that helped that science to gain institutional legitimacy.     

Financial reporting transparency,citizens' understanding,and public participation: A survey experiment study

This study investigates the conditions under which transparency contributes to citizens' understanding of financial reporting and examines how this enhanced understanding is associated with public participation. To this end, a survey experiment was conducted in which two attributes of financial reporting transparency (i.e., content clarification and presentation format) were the manipulated variables, whereas citizens' understanding and public participation were the outcome variables. Results demonstrate that the provision of explanations to clarify obscure technical jargon does have a positive effect on citizens' understanding. A similar effect was found for the provision of graphical and visual representations. However, the study reveals that there is no additional benefit in simultaneously providing both explanations of technical jargon and visual aids. Furthermore, findings show that the levels of public participation are highest among the individuals who felt they understood the financial information the best, but yet possessed the lowest level of actual understanding.     

Determinants of Japanese Local Governments' Decisions Concerning Performance-Based Reward Systems for Teachers

This exploratory study asks: What conditions have precipitated or slowed the adoption of a performance-based reward system for teachers by Japanese prefectural governments in charge of human resource management for teachers? Qualitative scrutiny of deliberation processes in two Japanese prefectures suggests that two institutional factors of educational administration—(1) reform orientation and (2) the lack of employee entrenchment—favor the adoption.     

Civil service management and corruption: What we know and what we don't

Numerous studies have linked a range of economic, social, and institutional variables with corruption in government. Yet, most of this literature overlooks the management of public officials themselves. This is a relevant omission: almost all corrupt exchanges involve public officials. This article reviews studies—36 in total—that do address civil service management and anti‐corruption. It finds that prior works assess a narrow set of civil service management structures. Meritocratic recruitment and, less robustly, pay levels have been associated with lower corruption. By contrast, robust evidence on how corruption relates to other established public personnel management areas—such as distinct pay structures (rather than levels), promotion, transfer, and job stability practices—is largely unavailable. The article thus calls for research assessing the effects of a broader set of civil service management practices to gain a deeper understanding of corruption, and how to curb it.     

Towards more digital cities? Change in technology use and perceptions across small and medium-sized US cities

ABSTRACT

There is continuous pressure on public managers to adopt information and communication technologies (ICTs) to transform the way cities work. E-government research provides insights on the institutional, organisational, and individual factors that shape technology adoption and use. Yet most studies on small and medium sized cities use cross-sectional data or rely on small samples. We lack a systematic understanding of how technology use in smaller cities has changed over time and where these cities are lagging. Drawing from a multi-year, multi-method national study of city government technology use, we describe advancements and gaps in the enactment of a range of technologies, from social media to open data portals, and explore variation across city population, department type, and manager age. Our findings show that smaller cities still lag in the adoption of key features while local government managers are more inclined to adopt and positively perceive social media than traditional ICTs.     

Boundary-spanning strategies for aligning institutional logics: a typology

This article critically examines strategies used by boundary spanners to align the institutional logics of bureaucracy, management and networks in citizen-state interactions. In-depth interviews conducted within the Dutch municipality of Rotterdam reveal that boundary spanners use entrepreneurial, mediation, and hierarchical strategies to align institutional logics. By providing insight into the strategic toolbox of boundary spanners and the perceived effectiveness of these tools, this article enhances empirical understanding of how the interplay between older and newer institutional logics within public organisations takes shape and how boundary spanners make strategic use of hierarchy to overcome institutional barriers.     

Management reform in Flemish Public Centres for Social Welfare: Examining organisational change

Abstract

This research empirically examines the establishment of organisational change through management reform by studying the level of compliance with the reformed management legislation. A management index is constructed and applied on a sample of 100 Public Centres for Social Welfare in Flanders using a questionnaire, their annual accounts and interviews. The institutional framework proves to be a useful base for considering the level of adoption and testing cross-sectional differences on a number of explanatory factors. This study reveals that in practice the level of adoption of the governmental reform is restricted and mediated by both local organisational aspects and widerinstitutional influences.     

THE UNITARY STATE AS A SYSTEM OF CO-GOVERNANCE: THE CASE OF THE NETHERLANDS

The original institutional design of Dutch administration and intergovernmental relations is commonly referred to as the 'decentralized unitary state'. However, the views of traditional administrative theorists have been misrepresented. Hierarchy, uniformity and the separation and delimitation of layers of government are not, as often alleged, the theoretical underpinnings of the Dutch unitary state. Rather, classical theory emphasized interdependence, diversity and the dynamic interaction of relatively independent layers of government. This image suggests that Dutch administration does not need a greater separation of layers of government but better means for regulating conflict. It also suggests that the unitary state comes in several guises and cannot be equated with a monocentric system of government.     

MANAGING SOCIAL CAPITAL AND DIVERSITY FOR PERFORMANCE IN PUBLIC ORGANIZATIONS

Managers concerned with the performance of their organizations will exploit available social, administrative, and human capital resources. However, extant theory and mixed empirical evidence leave the effect of social capital on performance unclear. The gains from these norms of reciprocity, participation, networking, and trust may disproportionately benefit only some of their clients, leading to disparities in outcomes among diverse clienteles. We argue that in such contexts, management will put in place policies to counter these disparities. Indeed, our empirical evidence from the management of public education supports the expectation that an institutional commitment to diversity successfully mitigates the uneven effects of social capital on organizational performance. This finding carries important implications for public management and equity in public policy outcomes and may be of particular relevance to management of outcomes relying on co‐production.