Intelligence Failures: What Are They Really and What Do We Do about Them?

Intelligence failures occur for more reasons than just sloppy tradecraft and are often attributable to decision-makers as well as to the intelligence community. Before exploring the subjective nature of intelligence failures, this article first discusses three foundational concepts underlying them: process vs. product, fact vs. judgment, and prediction. It then outlines major components of intelligence failures: accuracy, surprise, and the role of decision-makers, particularly unrealistic expectations and the use or non-use of intelligence. The article concludes with a discussion of what the intelligence community and decision-makers can do to deal with these three components.     

What to Do Here? What to Do There? The Effect of Change in Organization Size on Public Management

For a long time, researchers have been interested in the consequences of creating larger public organizations. The outcomes of changes in the size of public organizations have been relatively widely studied; however, much less is known about the internal processes through which these outcomes are actually achieved. This article explores whether changes in organizational size affect public management. As endogeneity is an inherent problem when studying outcomes of organizational size, we apply a quasi-experimental design in order to establish the causal linkage between size and different elements of public management. We use unique survey data collected before and after a large reform that changed the size of most Danish municipalities. The results suggest that public management related to daily operations is generic and not affected by size, whereas public management related to overall tasks such as creating a vision, servicing the mayor, and maintaining external relations is positively affected by size changes.     

Motivating Employees of the Public Sector: Does Public Service Motivation Matter?

ABSTRACT

This article analyzes if, and to what extent, the public service motivation (PSM) construct has an added value to explain work motivation in the public sector. In order to address the specificity of PSM when studying work motivation, the theoretical model underlying this empirical study compares PSM with two other explanatory factors: material incentives, such as performance-related pay, and team relations and support, such as recognition by superiors. This theoretical model is then tested with data collected in a national survey of 3,754 civil servants at the Swiss municipal level. Results of a structural equations model clearly show the relevance of PSM. They also provide evidence for the importance of socio-relational motivating factors, whereas material incentives play an anecdotal role.     

Public Sector Collaboration: Are We Doing It Well and Could We Do It Better?

Improving collaboration by public sector agencies is an important element of many public sector reforms. Common approaches include introducing responsibilities under legislation and policy decisions, the provision of information and guidance, and strengthening third‐party oversight. To identify how collaboration is being practised, this paper reviews evidence from over one hundred reports by Auditors‐General and Ombudsmen in Australia and New Zealand to identify key attributes of collaboration, and assesses these further by examining three reports in detail. It concludes that problems that have been known for many years continue to constrain public sector effectiveness. Although continuing existing approaches may assist in improving collaboration, the paper argues that there is a need to adopt more systematic approaches to organisational capacity for collaboration. It further identifies that changes in the external environment such as technology‐based innovation may demand rapid progress and change in relation to collaboration.     

Caveat Emptor: What Do We Know about Public Administration Evidence and How Do We Know It?

This article provides an overview of a new feature in Public Administration Review called Evidence in Public Administration. This feature was created to provide a space in which scholars and practitioners of public administration can meet to engage in a dialogue about evidence in public decision making. In this feature, we will shine a light on the evidence needed to make effective decisions and examinations of the evidence that currently exists for contemporary public sector efforts. We explicitly want to create a resource for both practitioners and scholars to consult when trying to find evidence on a particular topic and to know the limitations and parameters of that evidence. This article lays out the purpose, scope, and rationale for the feature, as well as a call to engage in this endeavor.     

Do Leadership Training and Development Make a Difference in the Public Sector? A Panel Study

Although significant progress has been made in developing leadership theory and understanding the traits, skills, behaviors, and styles that make a good leader, progress in bridging the gap between theory and practice using models of leadership training and development has been slow. This research attempts to answer the question of whether leadership training and development programs in the public sector improve leader and organizational performance. The findings indicate that a combination of coaching, classroom instruction, feedback, and experiential training has a significant impact on leader performance. In addition, organizational effectiveness improves for organizations whose leaders received the intervention. This article enhances our understanding of the impact that training and development can have on leader and organizational outcomes.     

Public housing desegregation: What are the options?

Abstract

This paper examines policy and programmatic options for the desegregation of low‐income public housing. Desegregation is a strategy for relocating public housing residents or units to communities that offer a better quality of life. This paper considers the likelihood of achieving desegregation, given the factors that created segregation, by exploring the role of past and present policies and programs in producing segregation and the effects of efforts to ameliorate it.

The major finding is that public housing segregation is firmly entrenched in many major cities, and attempts to reverse it have produced marginal changes. Although the federal government has ceased to play a major role in perpetuating racial segregation, it has not taken a strong, consistent, and clear stand on desegregation policy. Some innovative desegregation programs with promising outcomes are currently under way, but it is unlikely that public housing segregation will be abated in the future.     

Reconsidering the Revolution? Australian Public Sector Administration in 2000

While the year 2000 was memorable for public administration in Australia it was notable mainly for the unexpected. Success occurred where risk and failure were predicted. Failure emerged where success had been talked-up. Notable examples include the so-called Y2K problem, management of the Olympic Games, the introduction of the GST, and the outsourcing of government services (especially Information Technology (IT)). Also memorable were important shifts in the policy fields of defence and welfare. The Howard government ended the year in decision-making and largese mode—setting the agenda for the following election year. The events of 2000 invite reconsideration of the merits of the traditional bureaucratic model and those of the emerging post bureaucratic models of service provision.     

What Causes the Death of Public Sector Organizations? Understanding Structural Changes and Continuities in Korean Quangos

ABSTRACT

This study explores the determinants of structural changes and continuities of public sector organizations in Korea using longitudinal data. Focusing on the political costs of termination, we examine external and internal factors that are closely linked to the political incentives to terminate quangos. This article primarily addresses the following question: What determines the termination of public sector organizations? The model suggests that survivability of public sector organizations largely depends on external factors such as political, institutional, and social changes. Specifically, quangos are more likely to be terminated during political turnovers and the period when presidential power is maximized. Termination seems easier for politicians when social demands are mature enough to blow away political burdens and cynicism. Although organizations with fewer resources are more vulnerable to external pressures and shocks, none of the quango-specific factors significantly affect the survivability of Korean quangos.     

Public Debt,Economic Growth,and Public Sector Management in Developing Countries: Is There a Link?

The article investigates whether differences in public sector management quality affect the link between public debt and economic growth in developing countries. For this purpose, we primarily use the World Bank's institutional indices of public sector management (PSM). Using PSM thresholds, we split our panel into country clusters and make comparisons. Our linear baseline regressions reveal a significant negative relationship between public debt and growth. The various robustness exercises that we perform also confirm these results. When we dissect our data set into “weak” and “strong” county clusters using public sector management scores, however, we find different results. While public debt still displayed a negative relationship with growth in countries with “weak” public sector management quality, it generally displayed a positive relationship in the latter group. The tests for non‐linearity shows evidence of an “inverse‐U”‐shape relationship between public debt and economic growth. However, we fail to see a similar significant relationship on country clusters that account for PSM quality. Yet, countries with well‐managed public sectors demonstrate a higher public debt sustainability threshold. Copyright © 2015 John Wiley & Sons, Ltd.     

Public Service Motivation and Attraction to Public Versus Private Sector Employment: Academic Field of Study as Moderator?

ABSTRACT

Despite extensive public service motivation (PSM) research, our knowledge of PSM's influence on individuals’ sector employment preferences is limited. Few studies examine this relationship by suitable research designs, and the empirical findings are mixed. Using a sample of 718 Danish students of economics, political science, and law, this article tests (1) the relationship between PSM and attraction to public versus private sector employment and (2) the moderating effect on this relationship of students’ academic field of study. Overall, results underscore the multidimensionality of the PSM construct, as the PSM dimension of “public interest” is positively associated with attraction to public sector employment and negatively associated with attraction to private sector employment, while the PSM dimension of “compassion” is unrelated to both. Importantly, however, moderation analyses reveal notable correlation differences across students’ academic fields. Implications of these findings are discussed in the context of prior and future research.     

Public Participation and Environmental Policy: What Factors Shape State Agency's Public Participation Provisions?

Public participation is becoming increasingly common in environmental decision making. While researchers have focused on understanding why individuals get involved and the impact of their engagement, less is known about the forces that shape agency and legislative decision making regarding participation. This paper uses multinomial logistic regression to explore the determinants of public participation provisions in state hazardous waste programs over time. The results suggest that states with more liberal citizenry, higher levels of manufacturing, and urban areas are more likely to formalize the participation provisions in their hazardous waste programs. Comparatively, states with fewer Democratic representatives are more likely to informally engage in public participation procedures in their states programs.