Assessing NASA’s Safety Culture: The Limits and Possibilities of High‐Reliability Theory

After the demise of the space shuttle Columbia on February 1, 2003, the Columbia Accident Investigation Board sharply criticized NASA’s safety culture. Adopting the high‐reliability organization as a benchmark, the board concluded that NASA did not possess the organizational characteristics that could have prevented this disaster. Furthermore, the board determined that high‐reliability theory is “extremely useful in describing the culture that should exist in the human spaceflight organization.” In this article, we argue that this conclusion is based on a misreading and misapplication of high‐reliability research. We conclude that in its human spaceflight programs, NASA has never been, nor could it be, a high‐reliability organization. We propose an alternative framework to assess reliability and safety in what we refer to as reliability‐seeking organizations.     

TRIVIOCRACY: SAYRE'S LAW REVISITED

Triviocracy is a generalized organizational phenomenon; to the outsider or casual participant, the goals or issues which members of the organization pursue have little or no overt relationship to the well-being of the organization; and once attained, these goals do not appear to help individuals in pursuit of their professional goals in any easily desirable way. In this paper will will explore the concept of triviocracy in some depth, describe the process that unfolds and examine the dynamics of triviocracy and its functions and dysfunctions.     

The Public Service Mutual: Theories of Motivational Advantage

Public service mutuals are a form of employee‐led organization in which service workers spin out of the public sector to form “mutuals” that contract back with government to provide a service. This article draws on economic and psychological theory to demonstrate that mutuals can align both self‐interested and altruistic or public service motivations so as to serve the social good; moreover, by offering greater autonomy to public service professionals, mutuals are predicted to encourage energetic and persistent behaviors. In both cases, there is an advantage over alternative forms of organization such as the public sector bureaucracy, the shareholder‐owned private firm, or the nonprofit organization. The employee‐led mutual form, however, may not appeal to risk‐averse workers, its collective decision‐making systems may be inefficient, and external mechanisms may be required to ensure that organizational outcomes are always directed toward the social good.     

Does organizational adaptation really matter? How mission change affects the survival of U.S. federal independent agencies, 1933–2011

Public administration scholars tend to take for granted that organizational adaptation is important. This common notion that public organizations must adapt to stay alive has not been put to the test in the field of public administration, however. Intriguingly, organization ecologists find that adaptation does not matter and might even be counterproductive for individual organizations. They argue that the absence of adaptation—which they refer to as structural inertia—actually enhances the likelihood of survival. But organization ecologists focus mostly on nonpublic organizations. This prompts the question whether adaptation in public organizations really matters. In this article, we test these contrasting claims (while controlling for design features) on a population of U.S. federal independent public agencies (n = 142). Our findings suggest a subtle narrative. We conclude that proactive adaptation increases termination hazards. But inertia does not seem to significantly enhance survival chances.     

大学办学理念的嬗变

大学的办学理念是一些大学基本问题的价值判断 ,是一种具有强烈主观色彩的大学理想和价值追求。自从有大学以来 ,大学的办学理念经历了三个阶段 :(1)大学是培育人才的机构 ;(2 )大学既是教育机构 ,又是研究中心 ;(3)大学不仅是教育机构、研究中心 ,还应该是一个服务机构。     

Human Rights as Reputation Builder: Compliance with the Convention Against Torture

A strong record of human rights protections is an important factor for a state to maintain a positive international reputation. In this article, we suggest that states will use compliance with human rights treaties as a mechanism by which to improve their reputations to help achieve their foreign policy goals. We hypothesize that international human rights compliance is a means to improve a state’s reputation in three specific situations: when the state is facing regional pressures as the result of a desire to join a regional organization; when the state is facing regional pressures not to run afoul of a court within a regional organization; or when a state seeks foreign assistance from an entity with human rights requirements for the receipt of such assistance. We examine our theory by analyzing human rights reports regarding state compliance with specific treaty obligations outlined in the Convention Against Torture (CAT). While the evidence for our hypotheses is mixed, we do find some support for our assertion that state compliance is linked to reputational concerns. In particular, states comply with the CAT when they are part of a regional organization that has a human rights court, and when they are receiving conditional aid from the European Union.     

论组织冲突成因及管理对策分析

组织总是不断面对各种矛盾与冲突。组织的沟通不畅、架构不合理、成员的差异和组织资源的不足,都可造成冲突。组织冲突的管理水平关系着组织内部的和谐与稳定。冲突问题处理不当,直接影响组织目标的实现甚至威胁组织的生存和发展。必须认识到冲突具有正反两方面的作用,管理者应运用合理的管理策略将破坏性冲突转化为建设性冲突,使组织能够不断自我反省,不断创新与进步。文章通过分析、探讨组织冲突的类型和原因以及相关管理对策,为组织冲突管理的研究探索新的思路。     

比较优势与制度安排

以“比较优势”“、有限(价值)理性”和“制度二要素”这三个基本假设为基础,以李嘉图所举的“英国和葡萄牙”为实例,对比较优势条件与制度安排的关系作了一个比较系统的探讨,结果发现:无论是从规则安排方面来说,还是从组织安排方面来说,比较优势条件都对制度安排具有决定性的影响。就规则安排而言,在比较优势太小和分工利益太少的情况下,保障分工的规则安排往往不存在;只有当比较优势足够大和分工利益足够多时,保障分工的规则安排才能出现;但当比较优势扩大到超过“自然分工条件”的时候,这种规则安排又会失去存在的必要。就组织安排而言,当规则供给的绝对成本一定时,绝对劣势方总是比绝对优势方作为规则供给者(组织)的相对效率要高。     

Lobbying the state or the market? A framework to study civil society organizations’ strategic behavior

This article lays out a framework for the conditions under which a civil society organization lobbies the state and when it turns to the market. This strategic choice cannot be understood solely from within current frameworks of lobbying strategies; insights from interest group studies must be complemented with the social movement literature's understanding of market‐based strategies. We build an overarching framework by extending the inside and outside lobbying dichotomy to include strategies that target the market. We also argue that it is crucial to understand the relations between both lobbying venues, as their relative power affects the choice not only between inside or outside lobbying, but also between the state or the market. The result is a richer framework more suited to capture the breadth of contemporary civil society organization lobbying behavior and, more importantly, to facilitate the comparative assessment of different strategic choices in future empirical research.     

Moral hazard in work organizations: A comment on Gaynor,Eswaran and Kotwal,and Holmström

A key question in the economics of organization is whether it is possible to induce a group of employees to produce some quota of labor desired by the director of their organization. Holmström (1982) argued that it is possible to achieve the desired result via a simple incentive scheme. The essence of the scheme is to pay the employees only if they reach the quota; if they fail, the director is allowed to take what they have produced and use it for his own compensation. In response, Eswaran and Kotwal (1984) pointed out that because the director's compensation is smaller if the employees succeed in reaching the quota than if they fail, he has an incentive to bribe an employee to shirk, thus guaranteeing that the quota is not reached. The director, in other words, is subject to moral hazard. In a recent issue of Public Choice, Gaynor (1989) criticized the Eswaran-Kotwal argument by suggesting that it is possible to design incentive schemes which eliminate the director's moral hazard problem. In this note, we defend the Eswaran-Kotwal argument, and raise further questions about the assumptions upon which Holmström's incentive scheme is based.     

任务型组织的任务、目标及其实现途径

对于常规组织来说,它自身的存续是第一位的,是组织的总目标,它的任务获得从属于这一目标。任务型组织恰恰相反,完成任务是第一位的,它的一切组织活动都是围绕任务展开,任务生成目标,总目标又是在组织成员个人目标的互补中以目标结构体系的形式出现。任务型组织的目标在各个层面上都拥有一种动态的结构,其目标实现也突出了组织成员自主创新的价值,进而,需要以组织成员的道德责任意识来提供保证。任务型组织的任务、目标以及实现途径是有着高度的关联性的,这是常规组织所不具有的一种特征。     

Does Person‐Organization Fit Matter in the Public ‐Sector? Testing the Mediating Effect of Person‐Organization Fit in the Relationship between Public Service Motivation and Work Attitudes

Public service motivation theory suggests that public service motivation is positively related to work attitudes, but person‐organization fit theory assumes that person‐organization fit completely mediates the relationship between public service motivation and work attitudes of public employees. This article investigates which theory better predicts attitudes toward work, such as job satisfaction and organizational commitment of public employees, by testing hypotheses on (1) whether public service motivation directly influences work attitudes, or (2) whether person‐organization fit mediates the relationship between public service motivation and work attitudes, or (3) whether both hypotheses are true. Using survey data on civil servants in Korea, this article shows that public service motivation has not only a direct effect on but also an indirect effect on job satisfaction and ‐organizational commitment through its influence on person‐‐organization fit.     

Policy and Organizational Change in the Federal Aviation Administration: The Ontogenesis of a High‐Reliability Organization

Although the high‐reliability organization (HRO) literature identifies several attributes that differentiate HROs from other types of organizations, these studies do not explain how an HRO comes into being, nor do they provide a means to gauge or measure the extent to which an organization exhibits the specified features. This article reports the results of a 97‐year longitudinal case study tracking the emergence and continuation of HRO characteristics in the Federal Aviation Administration’s air traffic control operations to answer the following questions: how do HRO functions emerge in public organizations, and do policy changes lead administrative changes, or is there little relation between policy and organizational change? The analysis shows that (1) HRO characteristics emerged incrementally over an extremely long period of time, and (2) policy changes preceded organizational changes early in the process of HRO development, but the relationship of policy change to organizational change decreased in later stages.     

党性修养是加强组织纪律性的内在保障

当前,党员的组织纪律性亟待进一步加强。强化组织纪律不仅需要严格管理,更需要增强党员的党性修养。加强党性修养是增强组织纪律性的基础工程,既能有力提升组织纪律性的层次,又能促使党员创造性地执行党的组织纪律。随着形势和任务的变化,为确保党员的组织纪律性不断提升,加强党性修养必须坚持与时俱进,方法途径需要传承创新,通过阅读与比较,提升理论修养水平;通过善行与反思,提升道德修养水平;通过鉴戒与"涅磐",提升纪律修养水平;通过学习与实践,提升能力修养水平,从而合力形成增强组织纪律性的内在保障。     

Introduction to Jesse Burkhead Symposium

Government budgeting is one of the major processes by which the use of public resources is planned and controlled. To the extent that this is done well, governmental programs are brought increasingly to the service of its citizens, enhancing their material and cultural status.
The study of government budgeting is a study in applied economics—in the allocation of scarce resources. This study must look at operations and begin with organization and procedure, the routines which have been established for decision–making in government. It should extend to an examination of the influences, governmental and nongovernmental, that come to bear on the decision-making process.
Ours is both an organized society and a society of organizations. The significance of organization is nowhere more evident than in the public sector. Here organizational arrangements bring together the learning of all social scientists. The patterns for decision-making do not provide separate compartments for economic knowledge, for political knowledge, for social knowledge. These are merged in the organizational arrangements which have been established for the conduct of governmental affairs.1     

The European Commission as a Network Organization

The 1996 Intergovernmental Conference (IGC), Maastricht II,was intended to focus on the effectiveness of the policies andinstitutions of the European Union. It should not be deflectedfrom its primary purpose. The EU has a management deficit thatis at least as important as its democratic deficit. In orderto improve the effectiveness of European governance, the EuropeanCommission should be reinvented as a network organization withthe mission of designing and developing multilevel, intergovernmentalnetworks for managing European Union policies. The reasons forredefining the role of the EC is that European integration ison a pluralistic trajectory of federation among nations ratherthan amalgamation into a European federal state. The effectivenessof this mode of integration depends on building and strengtheninginterorganizational networks. The task of the Commission, asa network organization, is to strengthen collaborative advantage—theorganizational capacities to manage interdependence—ratherthan seek to impose central control. Acting as a network organizationrequires three-core competency for: (1) constructing regimes;(2) designing administrative partnerships; and (3) developingcoordination capacities.     

The Making of Bletchley Park and Signals Intelligence 1939–42

The article argues that signals intelligence was an organizational accomplishment in the sense of requiring a) the establishment of an independent organization and b) that this organization combine cryptanalysis with intelligence analysis, traffic analysis and interception. This was not pre-ordained but the outcome of specific conflicts and decisions at Bletchley Park during the first three years of the Second World War which transformed the Government Code and Cypher School from a cryptanalytical bureau to a fully-fledged signals intelligence agency. Detailed archival evidence is presented in support of this claim.     

Competitive party democracy and the Keynesian welfare state: Factors of stability and disorganization

This article addresses the question of what makes democratic political organization and capitalist economic organization mutually compatible on the macro-sociological level, and what has, more specifically, led to the absence of manifest tension between those two organizing principles in the post-World War II era in Western Europe. A hypothetical answer is provided, namely that the organization of mass participation through a competitive party system makes democracy safe for capitalism and that Keynesianism and the welfare state makes capitalism safe for democracy. The question of the extent to which one can expect the continuity of those arrangements under the conditions of political and economic crisis is then explored on a theoretical level. As a skeptical answer to this question, a number of factors are systematically discussed which seem to subvert both party competition as the dominant mode of mass participation and welfare-Keynesianism as the prevalent mode of economic policy.     

Does Organizational Image Matter? Image,Identification, and Employee Behaviors in Public and Nonprofit Organizations

Organizational image, identity, and identification are powerful concepts in terms of understanding members’ behaviors and beliefs. In particular, the term “image” has frequently been used to describe the overall impression of the organization, but most scholars have only focused on organizational image as it is perceived by external audiences. However, organizational image as perceived by members within an organization is critical for determining its impact on individual employees’ motivation, work behaviors, and further performance at work. This article explores the roles of organizational image and identification in explaining organizational behaviors—extra‐role behavior and absenteeism—in public and nonprofit organizations. A series of seemingly unrelated regressions were used to analyze survey data from 1,220 respondents. Results show that organizational image is positively related to employee identification, and identification has a significant influence on promoting extra‐role behavior and lowering employee absenteeism.

Practitioner Points

• Organizational image as perceived by members of an organization is an aggregate of individual employees’ perceptions of the organization based on their own experiences and judgments (perceived organizational identity) and outsiders’ judgments about the organization (construed external image).
• Both perceived organizational identity and construed external image influence the extent to which employees are likely to identify themselves as part of their organization.
• The higher an employee's level of identification, the more he or she is likely to engage in extra‐role behavior.
• Managing organizational image and identification in a positive way can significantly reduce costly voluntary employee absences, which are reasonably avoidable absences.

     

Organizational turnaround: moving beyond one-size-fits-all solutions

Abstract

Literature on organizational turnaround has frequently suggested, but rarely investigated, the possibility that turnaround strategies for failing organizations must be matched to the specific needs of the organization. Building on work related to causes of decline in private sector literature, this study offers a framework for matching strategic interventions to the current state of an organization’s functioning in terms of resources (material and human), coordination (horizontal and vertical), and the environment. Using a panel dataset of New York City schools, we find that two understandings of turnaround that often appear mutually exclusive—that an organization can improve performance by shoring up weaknesses and that an organization should play to its current strengths—can complement each other and may both appropriately describe different types of organizational challenges.