AN EXPLORATION OF WHY PUBLIC ORGANIZATIONS ‘INGEST’ INNOVATIONS

Organizational change sometimes occurs as organizations ‘ingest’ innovations from without. This process represents a vital form of organizational learning and adaptation to the external environment. This study seeks to understand the factors that predict the adoption of Foreign Professional Specialty Occupation Visas, or H‐1B visas, by Texas public school districts. The use of H‐1B visas to hire foreign skilled workers is a staffing innovation that is growing in use among public and private organizations. Three sets of factors frequently used in studies of organizational innovation are considered: organizational size and slack; attitudes and dispositions of organizational leaders; and environmental influences. The findings contribute to our understanding of ingested innovations, indicating that slack resources, influences from the task and institutional environments, and the organizational leader's disposition and behaviour relating to change influence the probability of adopting this staffing innovation.     

Ethno‐political activity and the psychology of terrorism

Abstract

Studies of terrorist psychology have typically focused either on single individuals or group dynamics within the organizations that these individuals have joined. Less attention has been paid to the background conditions which give rise to these individuals and organizations, even for environments in which generalization appears to be feasible. This paper focuses on one such environment. Its principal goal is to highlight the theoretical connections between a society's ethnic cleavages; the development of ethno‐political activity, especially organized violence and terrorism; and the implications of this activity for the functioning of institutions in “democratic” and “non‐democratic” societies. A related objective is the identification of policy responses to latent or manifest ethno‐political activity and an assessment of their potential efficacy. These points are illustrated by examining a small ethnic group, the South Moluccans in Holland, which would appear to have had little motivation to engage in violence or terrorism, but some of whose members nevertheless did.     

Understanding relationships between public service motivation and involvement in socio‐political organizations: Perspectives of organizational field theory

The study provides insights about public service motivation values and participation in socio‐political organizations. It applies organizational field theory to a sample of similar public and nonprofit service providers in a border region of two independent states. The results reveal that socio‐political activities bear different meanings for individuals from different sectors and countries. Thus, from an institutional perspective, despite offering similar services, the organizations studied belong to different organizational fields. This validates a recent shift from defining an organizational field as a group of organizations that share products, services, or markets to those that share common meanings. A broader context being a sector of economy or an administrative realm defines the types of socio‐political activities that share institutional infrastructures with public service organizations. Specifically, mutually exclusive associations are found for churches, political parties, and professional and volunteering groups. The study also indicates no value overlap with labour unions.     

HYBRIDS AND PROFESSIONAL COMMUNITIES: COMPARING UK REFORMS IN HEALTHCARE,BROADCASTING AND POSTAL SERVICES

Many countries use state‐owned, for‐profit, and third sector organizations to provide public services, generating ‘hybrid’ organizational forms. This article examines how the hybridization of organizations in the public sector is influenced by interaction between regulatory change and professional communities. It presents qualitative data on three areas of the UK public sector that have undergone marketization: healthcare, broadcasting, and postal services. Implementation of market‐based reform in public sector organizations is shaped by sector‐specific differences in professional communities, as these groups interact with reform processes. Sectoral differences in communities include their power to influence reform, their persistence despite reform, and their alignment with the direction of change or innovation. Equally, the dynamics of professional communities can be affected by reform. Policymakers need to take account of the ways that implementation of hybrid forms interacts with professional communities, including risk of disrupting existing relationships based on communities that contribute to learning.     

TASK COMPLEXITY,ORGANIZATION SIZE,AND ADMINISTRATIVE INTENSITY: THE CASE OF UK UNIVERSITIES

The task complexity and size of public service organizations are arguably key determinants of the proportion of resources devoted to administration. Moreover, the combined effect of these two variables is also likely to have important implications for the scale of the administrative function. To explore the separate and combined effects of task complexity and size on administrative intensity in public service organizations, we examine the determinants of the relative proportion of resources allocated to central administration rather than academic departments in UK universities between 2003 and 2008. The results suggest that there is a non‐linear U‐shaped impact of both task complexity and size on administrative intensity, and that in combination these characteristics lead to a bigger central administrative component in universities. Theoretical and practical implications are discussed.     

PUBLIC SECTOR INNOVATION FOR EUROPE: A MULTINATIONAL EIGHT‐COUNTRY EXPLORATION OF CITIZENS’ PERSPECTIVES

This study presents a three‐year effort to study public sector innovation in Europe from the viewpoint of the citizen. It examines a model of public sector innovation across a multinational sample of eight countries and 626 participants. The paper develops a theory of antecedents to and consequences of innovation in public administration as perceived by knowledgeable citizens and end‐users. Participants were senior and mid‐level managers of third sector organizations that work closely with citizens both as individuals and groups, and with public sector agencies in various domains. Structural Equation Modeling technique was used to examine two theoretical and five alternative models. Major findings that transcend national borders were found to be: (1) responsiveness, together with leadership and vision are important antecedents of innovation in the public sector; (2) public sector innovation affects trust in and satisfaction with public administration; and (3) the effect of public sector innovation on trust and satisfaction is both direct and mediated by the image of public organizations. The paper ends with a discussion of the theoretical and practical implications for public administration theory, especially for public sector innovation in Europe, and with directions for future studies.     

Public Organizations, Multiple Constituencies, And Governance

Public organizations vary considerably. Yet little attention has been paid to the systematic analysis of this diversity. Drawing on case studies of four public organizations and a survey on all central government organizations in Denmark, variations in tasks, environments, constituencies, and central governance are conceptualized. Public organization tasks can be analysed at three levels ranging from user-oriented outputs, general outputs which can further be divided into policy goals, scope of profile, standard setting and capital accumulation, to the normative base of the public sector. Public organizations vary with regard to the emphasis put on level of output and on how the different aspects of the tasks are interrelated. Variations in constituencies and exchange cycles with the environment are further related to different task profiles. Finally it is shown that central oversight organizations compete with other actors in the public organizations' environment in the governance of public organizations. From an organizational point of view 'the state' appears to have a humble and remote position.     

ENTREPRENEURIAL LEADERSHIP IN THE ENGLISH PUBLIC SECTOR: PARADOX OR POSSIBILITY?

Our study explores the possibility for the enactment of entrepreneurial leadership in the English public sector under the Labour government’s modernization agenda. To substantiate our analysis, we draw upon data gathered from leaders in three public sector arenas – the National Health Service, secondary schools, and further education (FE) colleges. Our study proposes a definition of public sector entrepreneurship that extends beyond existing literature. In essence, we contend that public sector entrepreneurship is characterized by the combination of three distinct agencies: ‘stakeholder’, ‘entrepreneurial’ and ‘political’. The public sector entrepreneur identifies market opportunities within the political landscape, optimizes the performance‐enhancing potential of innovation for the public sector organization, and carries stakeholders in a way that both permits risk and recognizes the stewardship of public sector resources.     

POLITICAL RECRUITMENT BEYOND ELECTIONS: AN EXPLORATION OF THE LINKAGE BETWEEN PATRONAGE,DEMOCRACY, AND DIVERSITY IN THE UNITED KINGDOM

Flowing out of wider debates regarding representative democracy, the diversity of political institutions has gained salience. Normatively, it is suggested that it is simply unfair for white, middle‐aged males to dominate decision‐making structures. Instead it has been argued that representative diversity can enhance the legitimacy of political institutions and processes, whilst improving the quality and inclusivity of policy‐making. Although most of these arguments have been applied to elected institutions and their bureaucracies, they are also germane in the context of appointments to the boards of public bodies, as the work of these bodies and the decisions made by their board members impacts upon the everyday lives of citizens. Drawing upon original research conducted in the UK, this article argues that the capacity of political actors to make appointments to public boards offers an as yet unrealized democratic potential by offering more opportunities for social engagement and participation in public governance.     

ON THE BUREAUCRACY OF BUREAUCRACIES: ANALYSING THE SIZE AND ORGANIZATION OF OVERHEAD IN PUBLIC ORGANIZATIONS

Governments across the globe try to rebalance their budgets by rationalizing overhead operations. When overhead‐reducing policies are adopted, it is important to understand why some central government organizations have a higher overhead than others, and why organizational models to produce overhead efficiencies are used to different degrees. This study focuses on the Flemish context to analyse differences between central government organizations in the size and organization of two overhead processes: human resources management (HRM) and finance and control (FIN). Significant effects are found for autonomy, organizational size, spatial dispersion and budgetary stress, yet effects vary according to whether HRM or FIN is considered and whether the focus is on the size or the organization of HRM or FIN. Our findings have practical implications to get a process‐sensitive understanding of the size and organization of overhead, and theoretical implications as they cast light on factors that shape decision‐making in public organizations.     

STRATEGY FORMATION IN PUBLIC AGENCIES

The main contribution of this study is the identification of three modes of strategy for public agencies based on strategic thought in a corporate environment. Strategic design, internal strategic scanning, and strategic governance embody three distinct modes of strategy relevant in the public sector. Programming actions, combining capabilities, and formation of networks capture the essence of these strategic orientations. By offering an organization‐based view of public sector strategy, this study puts public agencies at the centre of strategic examination. The fundamental unit of analysis within agencies is administrative duty, which connects administrative action with the democratic decision‐making process. These three strategy modes are based on complementary and, in some respects, contradictory theoretical assumptions, but all offer opportunities for confronting the diverse environments faced by public agencies. Each strategic orientation has a distinct approach to such features as the role of management, occupational groups, the environment, and types of capital.     

LOCAL POLITICAL PARTICIPATION: THE IMPACT OF RULES‐IN‐USE

This article argues that political participation is shaped by locally distinctive ‘rules‐in‐use’, notwithstanding the socio‐economic status or level of social capital in an area. It recognizes that the resources available to people, as well as the presence of social capital within communities, are potential key determinants of the different levels of local participation in localities. However, the article focuses on a third factor – the institutional rules that frame participation. Levels of participation are found to be related to the openness of the political system, the presence of a ‘public value’ orientation among local government managers, and the effectiveness of umbrella civic organizations. Whereas resources and social capital are not factors that can be changed with any great ease, the institutional determinants of participation are more malleable. Through case study analysis, the article shows how actors have shaped the environment within which citizens make their decisions about engagement, resulting in demonstrable effects upon levels of participation.     

Tipping the scales: The causes and consequences of administrative spending

The public administration literature once devoted great effort to identify the determinants of administrative intensity in organizations. While this literature has received some renewed attention, there remain questions about what aspects of organizational environments generate growth in administrative intensity, particularly as related to political oversight and external accountability mechanisms. This article aims to expand current theory on the determinants of administrative personnel and costs using data on four‐year public universities in the United States from 1998 to 2011, as this setting has received considerable criticism for perceived administrative bloat. Findings suggest that which political party is in control substantially influences both administrative costs and total personnel. These administrative levels, in turn, have a curvilinear relationship with student outcomes.     

CORPORATE CAPACITY AND PUBLIC SERVICE PERFORMANCE

Corporate capacity is arguably a key determinant of the success or failure of public sector organizations. However, while there is growing evidence on the extent of corporate capacity, few researchers have systematically examined whether it is linked to public service performance. Does a larger corporate centre lead to better or worse performance for the organization as a whole? To answer this question we apply seemingly unrelated regression to measures of effectiveness, cost‐effectiveness and equity in English local government. We find that the effect of corporate capacity on performance is nonlinear, following an inverted u‐shaped pattern, and that its positive effect turns negative around the mean for effectiveness and cost‐effectiveness, and above the mean for equity. The study therefore suggests that senior managers face important trade‐offs between organizational goals when deciding on the appropriate level of corporate capacity.     

Multilevel governance and problem‐solving: Towards a dynamic theory of multilevel policy‐making?

In this article, we suggest that the governance of problems shapes the institutional dynamics of multilevel governance (MLG) polities. MLG arrangements—processes and institutions that enable policy‐making across different jurisdictional levels wherein both public authorities and non‐state actors are involved—can or cannot succeed in solving policy problems and at the same time they could create new problems. We argue that the problem‐solving capacity and problem‐generating potential of multilevel arrangements can result in further, downwards, upwards or sideways delegation of political authority, which in turn reconfigure the multilevel architecture of the political system following either centripetal or centrifugal tendencies. We illustrate our point with a stylized account of the dynamics of MLG in the European Union (EU) since the early 1990s. We conclude with some remarks about developing a more general theory of multilevel policy‐making.     

Al Qaeda and the Innovative Firm: Demythologizing the Network

This piece attempts to add to the discourse on violent substate political activism by underscoring certain overlooked elements in the study of groups such as Al Qaeda as it relates to organizational paradigms. Specifically, this essay sheds light on the nature of networks in the business world and the ways in which firms utilize organization as a method of creating value. This article starts with the assumption that the end of firm organization is ultimately the maximization of innovative capacity. The conclusion of this essay finds that Al Qaeda's use of networks has not created the indestructible conglomerate many students of terrorism fear, but rather that the resort by Al Qaeda to an all-channel network was the result of poor strategy and indeterminate political goals that have robbed it of much of its effectiveness. This study uses cursory examinations of several other similar organizations to underscore the difference in strategy and firm innovation between firms considered to have high added-value and Al Qaeda.‐     

INNOVATION,PUBLIC POLICY AND PUBLIC SERVICES DELIVERY IN THE UK. THE WORD THAT WOULD BE KING?

This paper explores the dialogue about innovation in public services currently found within public policy and creates an interaction between research and practice about its strengths and limitations. It argues that this dialogue is a flawed one, often both at odds with the existing evidence and lacking a holistic understanding of the nature of innovation and its distinctive policy and managerial challenges. It therefore synthesizes existing research to challenge current public policy thinking about the role and determinants of innovation in public services. It concludes by offering five lessons towards effective policy‐making and implementation that would provide a more sophisticated and evidence‐based approach to the encouragement and sustenance of public service innovation – and four key areas for further research.     

The limits of proceduralism: Critical remarks on the rise of ‘throughput legitimacy’

‘Throughput legitimacy’ is among the most successful conceptual innovations that scholars of public policy and administration have produced in recent years. I argue that this new understanding of legitimacy needs to be seen in the context of an increasing proceduralism in political science and public administration. Throughput legitimacy attracted so much attention because it is the perfect normative companion to the analytical concept of governance. Governance is procedure, and throughput legitimacy tells us what good procedures are. In my critical discussion of this innovation I examine the analytical value of the concept, as well as its normative and practical implications. I argue that, regarding concept formation, throughput legitimacy may enrich existing typologies of legitimacy but at the same time has a severe problem of fuzzy borders. Politically, throughput legitimacy lends itself to apologetic uses when it is applied as a tailor‐made normative standard for technocratic, non‐majoritarian institutions.     

Investing in the Market of Violence: Toward a Micro-Theory of Terrorist Financing

Terrorist financing is the dedicated pursuit of adequate capitalization within a market of violence, wherein terrorist organizations seek to extract resources and funding from the social, political, and economic environment in which they operate. At the same time, the effectiveness of a terrorist group in this pursuit is highly dependent on their organizational type and design, its leadership capabilities, and its capacity for organizational learning—factors that shape the ability of terrorist groups to identify and exploit a limited set of investment and rent-seeking opportunities.