Is Public Management Neglecting the State?

Public management is a domain of research that is now roughly three decades old. Researchers in this area have made important advances in understanding about the performance of public organizations. But questions have been raised about the scope and methods of public management research (PMR). Does it neglect important questions about the development of major institutions of the modern state? Has it focused unduly on problems of the advanced democracies? Has it made itself irrelevant to public debates about the role and design of government, and the capacity of public institutions to deal with emerging challenges? This set of eight short essays were prepared for a roundtable held at the research conference of the PMR Association at the University of Aarhus in June 2016. Contributors were asked to consider the question: Is PMR neglecting the state?     

Can Performance Management Best Practices Help Reduce Crime?

As performance management systems gain popularity in police agencies, they are increasingly being criticized for their ineffectiveness at reducing crime and for encouraging abuse of authority. Scholars and practitioners, however, argue that these systems can be effective if they are implemented properly with the use of best practices. This article contributes to this debate by evaluating the impact of performance management systems and associated best practices on improving police performance. An analysis of primary survey data of 308 U.S. police agencies shows that performance management systems are effective tools in helping reduce crime across almost all crime categories. However, the best practices of performance reporting to citizens and providing discretion to officers have no significant impact on crime reduction, while consulting officers in the target‐setting process has a negative impact on police performance.     

Does Training Matter? Evidence from Performance Management Reforms

Training is much discussed but rarely studied in public management. Using multiple waves of survey data, the authors examine the effects of training on the implementation of performance management reforms in the U.S. federal government, asking whether those exposed to training are more likely to use performance data and strategic goals when making decisions. Training is positively associated with reform implementation, but there is little evidence that this association can be explained by the development of specific capacities to overcome performance management challenges. The findings offer two implications for the practice and study of training. The authors propose that training is likely to succeed if it is designed and funded to close specific capacity gaps needed for successful reform implementation. However, it is also necessary to better understand alternative causal mechanisms by which training facilitates reform implementation, such as explaining and justifying reforms.

Practitioner Points

• Training can facilitate the implementation of new policies by providing information about the policies, justifying why they are needed, and giving employees the capacity to put the new policies in place.
• Using training to build specific employee capacities is more complex, resource intensive, and rare than using training to provide information and justify reforms.
• Effective training in government requires not just more resources but also better understanding of the specific capacities needed and how to create them—research can help by identifying the most significant capacity gaps in policy implementation.

     

Intellectual Capital and Public Management： A Bibliometric Analysis

Starting from the premise that public management, in the context from the emergent knowledge society, needs new forms to act and new tools to reach its objectives, this paper aims to find evidence of the adoption of the principles of intellectual capital under the public management, by raising scientific articles about the subjects, and aims to select theoretical referential about intellectual capital and public management, by bibliometric analysis. The processes presented 100 constant articles in the final portfolio, available in the data base Web of Science, Science Direct and Scopus. The bibliometric indicators show that the studies were published as from 1969, released by 15 international periodicals, written by 164 authors, used 241 key words related to the constructs of this study. It is believed that the identification of the main references helps the understanding of the foundations of this research field. Additionally, this paper provides many inputs that contribute to the comprehension of the subject at an international level, and that can be utilised in the development of future works.     

Overspending in Public Organizations: Does Strategic Management Matter?

ABSTRACT

In the wake of the financial crash, many governments across the globe are seeking to curb expenditure in public sector organizations. To assess the extent to which public organizations can make strategic choices that might result in lower expenditure, we explore the relationship between strategic management and overspending in English local governments. The effects of strategic stances and actions on overspending are tested using multivariate statistical techniques. The empirical results show that an innovative strategic stance results in overspending as does a commitment to the development of new services, while a reactive strategic stance and decentralized decision making are associated with lower levels of overspending. Our analysis provides support for arguments that public organizations can make strategic choices that result in tighter control of their budgets.     

How Should We Estimate the Performance Effect of Management? Comparing Impacts of Public Managers’ and Frontline Employees’ Perceptions of Management

Many areas of public management research are dominated by a top-focused perspective in which emphasis is placed on the notion that managers themselves are usually the best sources of information about managerial behavior. Outside of the leadership literature, managers are also the typical survey respondents in public management studies. An alternative perspective on management can be provided by subordinates’ perceptions of what management is doing. Surveys of subordinates and of managers each pose potential advantages and potential disadvantages when it comes to measuring management, and each approach is likely to prove more fruitful for measuring certain management functions. Using a unique data set of parallel surveys on management with managers and their subordinates as respondents, we examine the differences and relationships between Danish school managers’ and teachers’ perceptions of management functions and the implications of such relationships for organizational performance. We find a surprisingly low correlation between manager and teacher responses regarding the same management functions. Teacher responses are better predictors of student performance for management aspects that are visible to and mediated by teachers. However, manager responses better predict performance for manager expectations that are less visible to employees.     

Laboratories of Democracy? Brandeis, Federalism, and Scientific Management

Although Louis Brandeis is rightly regarded as a champion offederalism, this article suggests that his famous depictionof the American states as "laboratories" of democracy in facthas little to do with federalism and in fad rests on an understandingof public policy inimical to federal diversity. More specifically,it argues that Brandeis's choice of metaphor largely reflectshis hope for scientifically based public policy, which in turnreflected the influence of Scientific Management upon his thought.The article concludes that abandoning Brandeis's metaphor wouldbe useful in rethinking the relations among states in the diffusionof innovations.     

Do Partners in PPPs view Public and Private Management Differently?

Differences between public and private management have been studied extensively by comparing sectors, but not within cross‐sectoral collaborative arrangements. As participants in such arrangements have actually experienced both management styles, examining their perceptions of how these styles differ may contribute innovatively to existing literature. This paper compares such perceptions between public and private sector project members (N = 63) involved in four PPPs in the Netherlands. We assess (1) to what extent and under which conditions these project members view public and private management differently and (2) how they evaluate these differences. By triangulating quantitative and qualitative interview data, we examine Boyne's classical hypotheses and find that more than two‐thirds of the statements making reference to these hypotheses offer support for them; more so, the vast majority of such statements evaluate sectoral differences negatively. Intriguingly, type of PPP is a stronger determinant of perceived differences than the manager's sector of origin.     

Public Policy： The Reality in the Practice of Management Agreements

This paper presents the new version of public policy for government transparency, outlining state＇s required functions, in the context of economic globalization, to enable fulfillment of social demands and Brazil＇s competitive insertion in international markets. In this sense, public policies were adjusted to the role of social and economic development promoter and regulator： Strengthening government capacity for formulating and evaluating them; increasing governance, i.e., government＇s ability to implement public policies, from the viewpoint of efficiency, efficacy, and effectiveness through the introduction of new organizational models and new partnerships with civil society; establishing management contracts, agreements, and partnership terms; and finally modernizing public management. E-government （e-gov） includes three of the seven lines of action of the information society： universal service, government available for all and advanced infrastructure. The Integration and Intelligence Government Information System （i3-Gov） was developed in open platform. Thus, new trends in shared and interagency management for public, productive, and growing third （voluntary） sectors are contemplated. The paper presents the results obtained with the Federal Government Voluntary Transfers Integrated System （SICONV）, which adequately fulfills the expectations of service and transparency, but needs improvement in regard to government participation without state interference.     

Using Qualitative Research in Accounting and Management Studies： Not a New Agenda

Today, many researchers publish their qualitative works in top accounting and management journals. The contribution of this approach in accounting and management studies continues to gather momentum. Policymakers in both public and private sectors have been increasingly recognizing the importance and value of this method, since it offers detail and rich analysis of accounting and management practices in an organization. Various current literatures indicate that the interest in qualitative approach in the field of accounting and management seems to grow. However, there are still many researchers in these fields reluctant or even reject to implement this method arguing that qualitative approach is not scientific and the results are also not scientific. Therefore, the purpose of this paper is to discuss the issue of using qualitative method in accounting and management studies. The paper is started by looking at the conceptualization of qualitative research. After that, a paradoxical view of qualitative and quantitative methods is discussed. This is followed by discussions of using qualitative research method in accounting and management studies, particularly the use of interpretive case study and grounded theory will be reviewed and discussed in this paper.     

Market Orientation and Public Service Performance: New Public Management Gone Mad?

The backbone of theory of the market‐based approach New Public Management is that market orientation improves public service performance. In this article, market orientation is operationalized through the dominant theoretical framework in the business literature: competitor orientation, customer orientation, and interfunctional coordination. Market orientation is examined from the vantage point of three stakeholder groups in English local government: citizens, public servants, and the central government’s agent, the Audit Commission. Findings show that market orientation works best for enhancing citizen satisfaction with local services, but its impacts on the performance judgments of local managers or the Audit Commission are negligible. The conclusion discusses important implications of these findings for research, policy, and practice.     

The Right Mix? Gender Diversity in Top Management Teams and Financial Performance

Recent research has illustrated that demographic diversity influences the outcomes of public sector organizations. Most studies have focused on workforce diversity; by comparison, little is known about how managerial diversity affects organizational outcomes. This article focuses on gender diversity in the top management teams of public organizations and its relationship to financial performance. Theory suggests that management diversity can be a positive asset for organizations, allowing for the use of more diverse knowledge and human skill sets. Results of this study, however, suggest that organizations may only be able to leverage these advantages if they have a supporting management structure. In a longitudinal study of top management teams in Danish municipalities, the authors find that gender diversity in top management teams is associated with higher financial performance, but only in municipalities with a management structure that supports cross‐functional team work. These results are interpreted in light of existing theory, and implications are suggested.     

American Indian Tribal Governance and Management: Public Administration Promise or Pretense?

Research on tribal governance in the United States is scarce within modern public administration scholarship. Nonetheless, tribal governance is a pre‐Columbian practice that predates the U.S. Constitution and federal law. Drawing from several disciplines, John C. Ronquillo of the University of Georgia demonstrates that interdisciplinary sources offer rich information for present‐day public administration research about Native American tribes. Tribal governance literature is definitely not “missing,” but instead is moderately “unassembled” as a subfield of public administration. Building on what is available, the author suggests several key issues within tribal governance in need of urgent academic attention.     

Which Types of Environmental Management Systems Are Related to Greater Environmental Improvements?

While there is little empirical evidence to demonstrate which types of environmental management systems (EMSs) are associated with greater environmental improvements, governments worldwide are encouraging facilities to adopt them. This research compares the environmental performance of facilities that adopt ISO 14001–certified EMSs, complete (noncertified) EMSs, and incomplete EMSs across multiple environmental media. The authors analyze these relationships for manufacturing facilities in seven countries using a two‐stage model to control for selection bias. Findings indicate that the adoption of all types of EMSs is related to improved environmental performance in an international setting. However, ISO 14001–certified EMSs are associated with environmental improvements to a broader array of environmental media. These findings offer important implications about which types of EMSs have greater promise as voluntary environmental governance tools.     

Evaluating Local Government Emergency Management Programs: What Framework Should Public Managers Adopt?

Local governments play a key role in emergency management by developing the necessary policies and concrete procedures for responding effectively to community emergencies and their aftermath. However, because emergency measures in most jurisdictions are rarely, if ever, activated, public managers find it difficult to evaluate and assess the quality of existing emergency management programs. Drawing on expert literature to identify 30 elements of a high‐quality local emergency management program, key elements are refined and synthesized into a single framework that provides clear‐cut best practices for emergency program evaluation and performance measurement.