Collaborative Innovation: A Viable Alternative to Market Competition and Organizational Entrepreneurship

There are growing pressures for the public sector to be more innovative but considerable disagreement about how to achieve it. This article uses institutional and organizational analysis to compare three major public innovation strategies. The article confronts the myth that the market‐driven private sector is more innovative than the public sector by showing that both sectors have a number of drivers of as well as barriers to innovation, some of which are similar, while others are sector specific. The article then systematically analyzes three strategies for innovation: New Public Management, which emphasizes market competition; the neo‐Weberian state, which emphasizes organizational entrepreneurship; and collaborative governance, which emphasizes multiactor engagement across organizations in the private, public, and nonprofit sectors. The authors conclude that the choice of strategies for enhancing public innovation is contingent rather than absolute. Some contingencies for each strategy are outlined.     

Organizational Influences,Public Service Motivation and Work Outcomes: An Australian Study

ABSTRACT

This research examines the influence of organizational factors—intrinsic rewards, extrinsic rewards, work relations with management, and work relations with co-workers—on the relationship between public service motivation (PSM) and two work outcomes: job satisfaction and organizational commitment. Using data from the 2005 Australian Survey of Social Attitudes of over 2,200 employees in the Australian public and private sectors, this study found a direct and significant association between the two work outcomes and PSM (and the PSM-fit variable). Despite their significant and direct effects on the work outcomes, the organizational factors did not show any significant moderating effects on the relationships between PSM-fit and the two work outcomes.     

Governance Structure and Administrative Corruption in Japan: An Organizational Network Approach

Traditional studies of the Japanese bureaucracy have emphasized effective governance through a close government–business nexus. Yet this network relation creates corruption, especially at a high level of administration. Adopting an organizational network approach, this article provides a critical analysis of the causality between network structures and administrative corruption. Examining financial and public works policies, this article finds that amakudari- and zoku-driven network relationships, which have been reinforced by sociocultural bases, are vertically and exclusively structured and substantiate corruption in administration. Policy making on the basis of such network relations not only results in mismanagement in administration and the distortion of the market disciplines but also delegitimizes the governance system by destroying public trust in government. This article suggests that bringing greater heterogeneity and citizen participation to administration through diversity management and e-government would reduce administrative corruption in Japanese governance.     

Using Data to Manage for Performance at Public Universities

As performance‐oriented reforms have become more commonplace in recent years, questions about the factors that drive organizational adoption and use of performance systems for internal management are of central importance. This article uses data taken from a survey of presidents at public universities to advance our understanding about the use of data and performance management strategies within public organizations. The central research question is, why do public administrators choose to employ performance management strategies? In addition, the author also explores variation in the extent to which public universities use performance management strategies for three tasks that are central to public management: (1) strategic planning, (2) evaluating employees, and (3) interacting with external stakeholders. Findings indicate that public universities often use performance data to help manage, but many of the causal factors that lead to data use vary across management functions.     

Policy Feedback and the Politics of Administration

This article surveys the policy feedback framework developed in political science and clarifies its implications for public administration. A feedback perspective encourages us to ask how policy implementation transforms the webs of political relations that constitute governance. Administrators play a key role in shaping the political conditions of bureaucratic performance and the organization of power in the broader polity. At the same time, this perspective underscores that policies are more than just objects of administrative action. Policies are political forces in their own right that can alter key components of administration, including phenomena such as organizational capacity, structures, routines, authorities, motivations and cultures. These sorts of administrative themes have received little attention in policy feedback research, just as the political effects of policies have been overlooked in public administration studies. Bridging these perspectives offers a basis for exciting new agendas and advances in public administration research.     

Good Governance Practices in Professional Associations for Public Employees: Evidence of a Public Service Ethos?

Professional associations and occupational societies play an important role in educating and credentialing public employees. Very little research has attempted to connect, empirically, a public service ethos to the professional memberships that public employees carry. Nowhere is that potential influence more likely to be seen than in the governing boards of these nonprofit associations, whose behavior is subject to strong normative and mimetic influences as a result of the public's expectations for good governance. This article uses a large generalizable sample of boards of directors, controlling for many organizational characteristics known to influence board behavior, to compare the governance practices of professional and trade associations serving public employees with those serving the private sector. The results suggest that governance practices are shaped by many forces but that public employees do indeed carry their public values into the associations they join, and these values, in turn, are positively related to board behavior.     

Towards virtuous and ethical organisational performance in the context of corruption: A case study in the public sector

With the increasing number of ethical violations reported across the public sector, the emphasis on ethics and values in governance is on the rise. Corruption is widely accepted as a form of unethical behaviour that can have detrimental effects on organisations as well as society at large. Research calls for empirical studies focusing on the contextual factors surrounding corruption. Based on the Contextually Based Human Resource Theory and using the case study method, this paper examines the role of context through a systematic analysis of corruption in a public sector organisation. We integrate corruption and human resource literature to understand employee behaviour, employee relations, HRM strategies, and organisational outcomes in the context of organisational corruption.     

Can service providing NGOs build democracy? Five contingent features

This article studies the role of service providing NGOs in the Middle East in promoting democracy. Challenging the assumption that service providing NGOs are apolitical, the authors argue that service providing NGOs play important roles in promoting democracy. They do so by serving as public arenas, or spaces in which members and beneficiaries practice democratic habits such as discussion and debate, collective problem solving, free expression, rights claiming, and the like—all of which contribute to the cultivation of a participatory form of democracy. Drawing upon existing literature, interviews, and participant observation of NGOs in Egypt, Lebanon, and Palestine, the authors argue that five features shape the role of service providing NGOs in promoting democracy. These include: (1) organizational readiness, or the organization's embeddedness in its beneficiary community and its organizational capacity; (2) organizational governance, or organization's commitment to participatory representation and transparency; (3) the nature of service an organization provides; (4) an NGOs' collaboration with other NGOs and the government; and (5) donor risk tolerance. The article's analysis contributes to our understanding of the varied, and often overlooked, roles of service providing NGOs, advancing the literature on NGO-state relations, NGO-donor relations, and democracy promotion.     

Private Actors and the State: Internationalization and Changing Patterns of Governance

This article investigates the implications of political and economic internationalization on patterns of governance from a statecentric perspective. The actual patterns of governance in internationalized environments can be related to the respective governance capacity of public and private actors, which hinges in turn on the strategic constellation underlying the provision of a public good. The specific strategic constellation varies in three dimensions: the congruence between the scope of the underlying problem and the organizational structures of the related actors, the type of problem, and the institutional context, all of which involve a number of factors. With this concept in mind, we identify four ideal-typed patterns of governance, enabled by different configurations of public and private capacities to formally or factually influence in various ways the social, economic, and political processes by which certain goods are provided.     

The Reformer's Spirit: How Public Administrators Fuel Training in the Skills of Good Governance

The public administration literature has long identified public administrators as key players in achieving government reform. Public managers may be motivated to provide employee access to training in governance skills by several factors, including the need to fulfill the current functions of government, to expand employee responsibilities, or to reform administrative processes and/or programs. The authors examine the impact of public managers on the availability of governance skills training by observing how the desire to achieve reform influences their training decisions in light of other motivating factors. They find that training in citizen input, client relations, and performance indicators are significantly and substantively more prevalent in organizations when public managers believe that such training is necessary for reform, and that the more “democratic” a skill, the more likely a reform motivation will outweigh other factors.     

Bureaucratic Readiness in Managing Local Level Participatory Governance: A Developing Country Context

Participatory governance in developing countries is broadly viewed as an essential prerequisite for successful implementation of public projects. However, it poses many challenges for public bureaucrats in terms of their skills and willingness to engage citizens. Despite the growing evidence of the pervasiveness of participatory governance, research to date has not explored bureaucratic readiness to adopt participatory practices. This research presents findings of a bureaucratic readiness assessment for participatory governance in Bangladesh by exploring how public bureaucrats perceive the value of participation; how they are educated to collaborate with stakeholders; and the extent to which their attitudes are amenable to enhancing participatory governance. Our findings suggest that we can classify readiness in terms of both motivational and educational factors. The study has implications for how readiness can be developed in public officials that may assist in fostering participatory governance in Bangladesh and be informative to other countries experiencing similar issues.     

Governing public–private partnerships: A systematic review of case study literature

Governance plays a critical role in determining the success and failure of public–private partnerships (PPPs). We conducted a systematic review of case study literature on PPP governance and developed a governance framework consisting of 21 issues in four groups: institutional, organizational, contractual, and managerial. Then, we investigate the dynamics of governance issues, including the relative importance, interrelationships, and connections with PPP success and failure. Results suggest that PPPs should emphasize cooperation, trust, communication, capability, risk allocation and sharing, competition, and transparency in their governance. We also found that the governance practice of emphasizing dominant and direct factors and ignoring recessive and indirect ones has hindered PPPs’ success.     

Public–Private Partnerships in Urban Regeneration Projects: Organizational Form or Managerial Capacity?

Urban regeneration companies (URCs) are public‐private entities appearing across Europe. They are created specifically to manage and implement more effectively urban regeneration projects. Core ideas behind the establishment of these newly emerging partnerships aim to tackle the challenging process of restructuring these organizations so as to function at arm’s length from political oversight. However, contemporary literature on governance suggests that organizational form may be less a factor than managerial capability. Using survey data obtained from individuals who are heavily involved in Dutch urban regeneration partnerships, this article points out why twin URC organizational characteristics, i.e., functioning at arm’s length from politics plus its tight organizational format, are not significant to their effective performance. Instead, use of multiple management strategies is ultimately more relevant to their effective performance.     

PRODUCTIVITY MEASUREMENT AND THE PUBLIC ORGANIZATION

This article applies a broad theoretical framework identifying factors which provide an understanding of the relationship between electoral politics, organizational reform and institutional change. In focusing upon product i v i t y reforms undertaken in the 1970's and early 1980's. the authors find that political conflicts over measures of public performance may contribute to a life cycle in which organizational structures are reconstituted and subjects of regulation o r services redefined in ways that are potentially inconsistent with the demand for public accountability. The conjunction of such factors may contribute to a crisis of legitimacy resulting in the redefinition of the boundaries between public and private realms of responsibility, as expressed in the electoral process. Today liberal reformers are confronted by a dilemma of productivity and legitimacy involved in the cycle of reform and retrenchment in which the goal of public accountability is undermined by erosion of the rights of the subject. The attempt to break this bind requires, in part, an explicitness on the part of liberals about the presuppositions regarding the subject underpining the measures and strategies by which organizational reforms are undertaken.     

Legitimacy and the Privatization of Environmental Governance: How Non–State Market–Driven (NSMD) Governance Systems Gain Rule–Making Authority

In recent years, transnational and domestic nongovernmental organizations have created non–state market–driven (NSMD) governance systems whose purpose is to develop and implement environmentally and socially responsible management practices. Eschewing traditional state authority, these systems and their supporters have turned to the market's supply chain to create incentives and force companies to comply.
This paper develops an analytical framework designed to understand better the emergence of NSMD governance systems and the conditions under which they may gain authority to create policy. Its theoretical roots draw on pragmatic, moral, and cognitive legitimacy granting distinctions made within organizational sociology, while its empirical focus is on the case of sustainable forestry certification, arguably the most advanced case of NSMD governance globally. The paper argues that such a framework is needed to assess whether these new private governance systems might ultimately challenge existing state–centered authority and public policy–making processes, and in so doing reshape power relations within domestic and global environmental governance.     

Public Interest Groups in France and the United States

This article compares the strength, history, and characteristics of public interest groups in the United States and France. French and American public interest groups differ dramatically in their resources, popular support, and in their relations with state agencies. French groups, dependent on a more powerful central state bureaucracy, are often able to achieve their goals by having them adopted by state elites. American organizations, faced with a more diffuse public sector, seek broader access and use a greater diversity of means of influence. They are often less influential, but paradoxically are stronger organizationally because they are forced to be independent from the state. The differing relations with the state explain the different tactics and organizational maintenance strategies pursued by public interest groups in the two countries. Tight links bind the development of a nation's interest-group system with that of its constitutional structures. An explanation of a national interest-group system must include consideration of the institutional context within which it operates.     

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.     

Cross-National Concepts in Supranational Governance: State–Society Relations and EU Policy Making

The emergence of multiple and shifting modes of governance both intranationally and supranationally has posed difficulties for analysts accustomed to refining or testing singular types of politics. When confronted with this changing complexity, a comprehensive framework can be a very useful diagnostic and organizational tool. This article devises one such conceptual framework to clarify and systematize varieties of state autonomy and state–society relations. By combining fundamental conceptions of action, elemental control mechanisms, and basic types of interaction, a comprehensive framework is constructed for characterizing and comparing governance modes in a conceptually coherent manner. Many of the abstract spaces within this conceptual field share affinities with types of state autonomy and state–society relations depicted in major theoretical approaches to national politics (i.e., authoritarianism, statism, pluralism, corporatism, institutionalism, and Marxism). This article uses this conceptual framework to systematize these major governance modes and to illuminate their coexistence in supranational governance by examining the European Union policy process.     

Embeddedness and the Articulation of Capital Interests in Norway

This article focuses on organization of capital interests comparatively across sectors and does so by developing an explanatory framework linking organizational patterns to incentives for individual strategies. The key argument is that variations in the political organization of capital interests across sectors, and the linkages between state and capital interests, reflect different degrees of embeddedness. Underlying the embeddedness hypothesis is the notion that the organization of capital can be seen as an alternative to governance through market processes. Organization may replace market governance either by constituting an alternative to internal self-regulation or by channelling regulatory functions through cooperation with public authorities. A set of hypotheses are developed concerning the relationship between degree of embeddedness on the one hand, and organization of capital interest organization and the interface between state-industry, on the other. The overall picture is that we find support for the crux of our argument, but there are important modifications. As for functional differentiation of capital interests we find, in accordance with OUT hypothesis, that highly embedded capital is associated with organizations that have a broad set of functions. Transient capital, on the other hand, has comparatively less stable ties to production systems as well as other social relations, and is thus more difficult to control organizationally. Concerning vertical integration, our hypotheses is only partially supported Looking at the interface between state and economic organizations in the primary sectors and non-embedded sectors such as finance and insurance, we find the data quite in accordance with our hypotheses. Cases with a medium level of embeddedness do not, however, fit our hypotheses as well as the sectors at the two extreme ends.     

The relationship management function of public affairs officers in Chile: Identifying opportunities and challenges in an emergent market

Research on the public affairs profession in both South and Latin America is one of the leading limitations today in international public relations research. This study helps to lessen such a gap by offering more realistic insight into the ideologies and pressures that govern public affairs practice in Chile. In‐depth interviews were conducted with 15 experts who are current senior‐level public affairs practitioners in the Chilean capital of Santiago. Results offer three key insights: First, the core function of public affairs in Chile surrounds behaviors of lobbying and governmental relations. Second, leveraging cohesion between organizational private interest and the public interest is a key to leveraging pressure on elected officials and governmental agencies. Lastly, there is significant concern regarding public trust in the lack of transparency in the Chilean public affairs field, facilitated by insufficient governmental regulation. Such research offers practical and grounded insights for public affairs and public relations scholarship.