Information Sharing and Public Sector Knowledge Networks

As pressures to engage in cross-agency and cross-sectoral partnerships become more widespread, information sharing becomes an ever more critical and daunting aspect of public administration. In this edition's exchange among scholars and practitioners, Sharon S. Dawes, Anthony M. Cresswell, and Theresa A. Pardo of the Center for Technology in Government at the University at Albany, State University of New York, offer a "baker's dozen" of lessons they have culled from research and their own action research agenda studying the building of public sector knowledge networks in New York over the past 15 years. Grounded in a multidisciplinary, experientially based, and street-level view of the obstacles to and tactics for building successful public sector knowledge networks, the authors' warning to conceive collaborative information-sharing efforts as governance rather than information technology challenges is advice that practitioners ignore at their peril. Readers will find a more extensive eversion of this article on the PAR Web site (go to aspanet.org, click on PAR, then on the Theory to Practice icon). They also will find expert e-commentary on the article (plus the authors' response) from Lisa Bingham , Indiana University-Bloomington; Sharon Caudle , Bush School of Government and Public Service, Texas A&M University; Louise K. Comfort , University of Pittsburgh; and Costis Toregas , American University.     

Public Service Motivation,Organizational Social Capital,and Knowledge Sharing in the Korean Public Sector

This article investigates whether public service motivation (PSM) and organizational social capital predict knowledge sharing in the public sector. The hypothesized relationships in the proposed model are verified with the online survey data of 506 public employees in Korea. The test results show that the two dimensions of PSM (attraction to public service and commitment to public values) and the trust component of organizational social capital are both positively related to knowledge sharing in the Korean public sector, and that the associability component of organizational social capital is indirectly associated with knowledge sharing through its influence on PSM. The article discusses the ways that PSM and organizational social capital may contribute to overcome the social dilemma of knowledge sharing in public organizations. It also suggests that there is need for further research on the individual dimensions of the PSM construct.     

Learning Organizations in the Public Sector? A Study of Police Agencies Employing Information and Technology to Advance Knowledge

In an attempt to reap the purported benefits that "knowledge workers" bring to organizations, many police departments have shifted to a community problem–oriented policing philosophy. Rather than focusing on enforcement and incarceration, this philosophy is based on the dissemination of information to promote a proactive, preventative approach to reduce crime and disorder. In keeping with much of the contemporary literature on the "learning organization" (sometimes called the "knowledge organization"), police departments hope to deter crime through the knowledge benefits that derive from information and its associated technologies. With goals to stimulate productivity, performance, and effectiveness, police departments across the country are employing information technology to turn police officers into problem solvers and to leverage their intellectual capital to preempt crime and neighborhood deterioration.
Many public and private organizations are striving to change their operations toward this same concept of the knowledge worker. Information technology is often touted as a vehicle for capturing, tracking, sorting, and providing information to advance knowledge, thus leading to improvements in service–delivery efforts. Based on an extensive study of police departments that have attempted to implement a knowledge–worker paradigm (supported by information technology initiatives), this research explores the feasibility, effectiveness, and limitations of information and technology in promoting the learning organization in the public sector.     

A Prescription Rejected: Market Solutions to Problems of Public Sector Governance

The New Public Management includes the idea of incorporating market mechanisms in public sector governance. In the Danish case, market reforms have scarcely been used; private sector supplies of public services have not increased during the last decade. The lack of success of market reform in Denmark is explained by the strong institutions of traditional public sector governance operating at the micro-level. Formal and informal hierarchy and formal and informal corporatism hold a strong grip on public sector governance. The very decentralized structure of the Danish public sector decreases the importance of central government in terms of reform strategies. Strong interests and institutional constraints keep reforms in the Danish public sector within a hierarchical mode of governance.     

From Cash to Accrual Budgeting and Accounting in the Public Sector: The Dutch Experience

Traditionally, governments used to deploy input‐based budgeting systems and cash‐based accounting systems. However, these systems do not provide the information that is necessary for a government to operate efficiently and effectively. Therefore, a growing number of countries have already shifted or are planning to shift from cash‐based to some form of accrual accounting in the public sector. Usually, the implementation of some accrual‐based system is linked to wider financial management reforms including performance management requiring information on cost. This paper focuses on the Dutch experience with the shift from cash‐based accounting and budgeting systems to an accrual‐based system.     

Learning the Ropes: Communities of Practice and Social Networks in the Public Sector

ABSTRACT

How do public agencies integrate new employees and shape their learning process? How do newcomers’ connections, formed with experienced professionals, help them “learn the ropes”? Public managers may find themselves asking such questions as they employ tactics to transition newcomers into productive organizational members who fit in well. At the same time that managers work to shape newcomer learning, newcomers proactively develop their own ties within the organization for information and support. This study examines organizational socialization tactics in a state agency using longitudinal qualitative and social network data. We investigate the dynamics of organizationally instituted communities of practice and individual level egocentric networks in the context of newcomer adaptation. Our analysis reveals that while both are venues for newcomer learning and information acquisition there exists a distinction in real-time learning and practice between these two knowledge sources. Our article develops implications for both public management theory and practice.     

Pessimism, Computer Failure, and Information Systems Development in the Public Sector

The majority of information systems developments are unsuccessful. The larger the development, the more likely it will be unsuccessful. Despite the persistence of this problem for decades and the expenditure of vast sums of money, computer failure has received surprisingly little attention in the public administration literature. This article outlines the problems of enthusiasm and the problems of control, as well as the overwhelming complexity, that make the failure of large developments almost inevitable. Rather than the positive view found in much of the public administration literature, the author suggests a pessimism when it comes to information systems development. Aims for information technology should be modest ones, and in many cases, the risks, uncertainties, and probability of failure mean that new investments in technology are not justified. The author argues for a public official as a recalcitrant, suspicious, and skeptical adopter of IT.     

Building Ethical Capital: Perceptions of Ethical Climate in the Public Sector

This article examines influences on public servant perceptions of ethical climate in the public sector. The array of beneficial outcomes produced by perceptions of a positive ethical climate, the existence of government programs aimed at improving ethical climate, and implications for government accountability and trustworthiness all argue for a better understanding of the sources of these perceptions. Empirical analyses of survey responses from employees of the U.S. federal executive branch show that individuals in leadership positions perceive the ethical climate more positively. Conversely, work tenure tends to worsen perceived ethical climate, although supervisory status attenuates this negative effect. Ethics training, interaction with ethics officials, and perceived knowledge about ethics topics consistently influence perceptions of ethical climate and advice‐seeking behavior in a positive way. A set of results related to advice‐seeking behavior serves to reinforce the important role of ethics officials.     

What Do We Know and Need to Know about the Environmental Outcomes of Collaborative Management?

Many tout the benefits of collaborative environmental management as an alternative to centralized planning and command and control regulation, but the excitement over collaborative processes has not been matched by evidence that these processes actually improve the environment. The most crucial question in collaborative environmental management remains unanswered and often unasked: To what extent does collaboration lead to improved environmental outcomes? We know much about why collaboration is occurring and how collaborative processes and outputs vary. The primary goal of future research on collaborative environmental management should be to demonstrate whether collaboration improves environmental conditions more than traditional processes and newer market-based processes. Collaboration is not a panacea; it is a choice that policy makers and public managers should make based on evidence about expected outcomes.     

From Crisis to Opportunity: Human Resource Challenges for the Public Sector in the Twenty-First Century

A great deal of attention has been focused on the human capital crisis in the public sector since the mid-1990s. Experts and practitioners give many reasons why the current crisis emerged. This article examines the important factors that led to the crisis, what is being done about them through presidential agendas, legislators, oversight agencies, professional societies, and public policy think tanks. Concerns are many in terms of a large number of upcoming retirements, early retirements, unplanned downsizing, difficulty in attracting new generations to public service, and the changing nature of public service. However, the human resource crisis also presents an opportunity to fundamentally change those features of public sector human resource management practices that have become outdated for contemporary organizations and position government agencies for the twenty-first century by meaningfully reforming the civil service. This transformation would require public sector organizations to take a more strategic view of human resource management and to give greater policy attention to human capital issues.     

Managing Dynamic Public Sector Networks: Effectiveness,Performance, and a Methodological Framework in the Field of National Security

ABSTRACT

Networks are increasing in number and in importance across the security field as a means of providing inter-agency coordination. Based on a large qualitative study of networks in the field of national security in Australia, this article aims to advance our knowledge of the internal properties of public sector networks in the field of national security and the conditions shaping their performance. It puts forward a multi-level theoretical framework involving five interdependent levels of analysis—structural, cultural, policy, technological, and relational—which aims to account for the internal properties of networks and examines each of these levels in relation to public sector networks in the field of national security. Using detailed interviews with senior members of security, law enforcement, and intelligence agencies, the article aims to highlight the potential lessons this framework has for strategically organizing and managing dynamic networks within and beyond the field of national security.     

Public Sector Change,Organisational Culture and Financial Information: A Study of Local Government

Local government has undergone substantial change in Victoria, but the reforms have not necessarily resulted in improved financial management practices. This article examines the organisational culture of a sample of local governments, the critical events which have impacted on them, and their use of accounting, budgetary and financial (ABF) information. We find that despite the change process, organisational culture is not focused on competitive practices, although compulsory competitive tendering remains the most influential event. Consistent with the aims of reform, the quality and use of ABF information has improved over the last decade. This article will be of interest to those in government wishing to implement change programs aimed at increasing financial resource use efficiency.     

Directing Corporate Entrepreneurship Strategy in the Public Sector to Public Value: Antecedents,Components, and Outcomes

ABSTRACT

Over the last three decades, organizations worldwide have used corporate entrepreneurship (CE) as a means of building new competencies, revitalizing operations, achieving renewal, and/or creating value for stakeholders. However, little is understood about factors triggering corporate entrepreneurship strategy (CES) within organizations not driven by profit motives. The purpose of this article is to conceptualize CES in the public sector in order to synthesize, integrate, and link the key concepts within the CE domain, thereby creating new public value and generating new economic activity for the benefit of multiple stakeholders. The public sector CES model includes (1) the antecedents of public sector CES (external environmental conditions that generate entrepreneurial activity); (2) the key components of CES (entrepreneurial strategic vision, organizational conditions that support entrepreneurial processes and behavior, entrepreneurial orientation (EO) that reflects the overall level of such processes and behavior, and individual levels of entrepreneurial behavior); and (3) outcomes of CES within the public sector (organizational outcomes resulting from entrepreneurial actions, including the development of venturing and renewal that, in turn, leads to enhanced public value). We discuss how our model contributes to the CE literature, followed by implications for scholars and practice and future research directions.     

A Comparison of the Values and Commitment of Private Sector, Public Sector, and Parapublic Sector Employees

This study investigated differences in general values, work values and organizational commitment among 549 private sector, public sector, and parapublic sector knowledge workers. No differences in general values were observed across sectors, although five significant work value differences were revealed: parapublic employees value work that contributes to society more than public servants, who value it more than private sector employees; parapublic employees value opportunities for advancement less than both public and private sector employees; public servants value intellectually stimulating and challenging work more than parapublic employees; and private sector employees value prestigious work more than public servants. Private sector employees displayed greater organizational commitment than the employees in the other two sectors. Overall, the findings suggest only limited value differences among employees of the various sectors. The finding of some work value differences between employees in the public and parapublic sectors suggests that these two groups merit separate consideration in comparative studies such as this one.     

Corruption,Trust and their Public Sector Consequences: Introduction to the Special Edition

Abstract

Corruption and trust are two important determinants of the quality of public sectors. Empirical studies in different literatures suggest that corruption and trust have effects on factors such as economic growth, the quality of democratic institutions, life quality, the size and effectiveness of the public sector and much more. The purpose of this special issue – one that goes to the heart of the comparative policy ethos which is central to the journal's mission – is to draw on a number of country examples to shed light on the state of the literature on the connection between corruption and trust. The aim is to show that these two concepts are highly relevant to each other, and that their interconnections are important to understand the public sector consequences of corruption and trust. By focusing on these concepts, we hope that this special issue can pave the road for further comparative research.     

Core Concepts and Key Ideas for Understanding Public Sector Organizational Networks: Using Research to Inform Scholarship and Practice

This article provides an overview of the key research findings and core concepts on the topic of organizational networks. The primary focus is on goal‐directed “whole” service delivery networks, which are prevalent in the public and nonprofit sectors. The findings and ideas presented are especially salient for helping public managers build, maintain, operate, and govern multiorganizational networks in ways that will enhance their effectiveness. Because research and theory on networks extend well beyond the boundaries of public management and administration, the authors draw on thinking from a number of fields, providing a broad understanding of public networks and network functioning. The article is intended to provide usable information on networks for both practitioners and students, as well as to suggest directions for future research for the many public management scholars who now study organizational networks.     

Political Pressure,Conformity Pressure,and Performance Information as Drivers of Public Sector Innovation Adoption

Why public organizations adopt and abandon organizational innovations is a key question for any endeavor to explain large-scale developments in the public sector. Supplementing research within public administration on innovation with the related literature on policy diffusion, this article examines how external factors such as conformity pressure from institutionalized models, performance information from other organizations, and political pressure affect innovation adoption. By the use of two survey experiments in very different political contexts—Texas and Denmark—and a difference-in-differences analysis exploiting a reform of the political governance of public schools in Denmark, we find that public managers respond to political pressure. We find no indications that they emulate institutionalized models or learn from performance information from other organizations when they adopt organizational innovations. The results thereby point to political pressure as an important factor behind large-scale adoptions of organizational innovations in the public sector.     

Dynamics of Sector Switching: Hazard Models Predicting Changes from Private Sector Jobs to Public and Nonprofit Sector Jobs

Policy makers and public managers emphasize the importance of bringing private sector experience and skills into the public and nonprofit sectors. One result is an increased focus on privatization and contracting out, developments to which researchers have been attentive. However, the long-standing practice of hiring people with industrial experience into the public and nonprofit sectors has received remarkably little attention. This study, based on questionnaire responses from mid- and upper-level personnel in public and nonprofit sector organizations, attempts to understand the dynamics of sector switching from the private into either the public or nonprofit sector. Using event history analysis, the article looks at switching patterns. The probability of switching into the public sector is much higher for those who held a managerial occupation in their previous private sector job than for those who held professional and technical positions. Having more subordinates in a previous private sector job is associated with a lower likelihood of switching into a public sector job. By contrast, switching into the nonprofit sector is more often associated with a promotion.