The Israeli collective memory and the Masada Syndrome: a political instrument to counter the EU funding of Israeli non-governmental human rights organizations

The EU’s practice of funding Israeli non-governmental human rights organizations (hereinafter ‘HRNGOs’) has in recent years encountered a counter-strategy, pursued by certain Israeli NGOs and members of the Israeli government, media and academia. This counter-strategy has succeeded in discrediting the HRNGOs and the EU and rendering their mutual collaboration less effective. The purpose of this article is to contextualize the counter-strategy within the sphere of Israel’s collective memory. The article analyses the manner in which certain politicians and various members of the Israeli society (agents of memory), who themselves are the product of the evolving Israeli collective memory and identity (structure), attempt to draw on Israel’s collective memory/structure in order to advance their particular political agenda.     

Service quality and the optimum number of members in intermunicipal cooperation: The case of emergency primary care services in Norway

Intermunicipal cooperation (IMC) is often used as a mean to reap scale benefits. Most studies on the effects of IMC focus on cost savings, while service quality is overlooked. In this study, the focus is set on input quality in a service characterized by high asset specificity and need for redundancy: emergency primary care. We analyze how mode of governance affect performance by (1) measuring whether IMC versus single-municipal production affects input quality and (2) identifying optimum scale of operation; effect of the number of participants in the cooperation on input quality. The findings indicate that cooperation weakens the input quality of medical workforce, but that this negative effect is balanced out as the number of participants increases, indicating that cooperation needs to reach a certain size to achieve optimum scale of operation. Concerning equipment, both cooperation in general and an increasing number of participants decrease the input quality.     

Perceived Organizational Red Tape and Organizational Performance in Public Services

The claim that perceived organizational red tape hampers public services has become a central theme in public administration research. Surprisingly, however, few scholars have empirically examined the impact of perceived red tape on organizational performance. This article empirically analyzes how perceived organizational red tape among managers and frontline staff relates to objectively measured performance. The data consist of survey responses from teachers and principals at Danish upper secondary schools combined with grade‐level administrative performance data. Based on theories of red tape and motivation crowding, the authors hypothesize that perceived organizational red tape reduces performance within such organizations. The empirical result is a small negative relationship between staff perception of red tape and performance and no relationship between manager‐perceived red tape and performance.     

How do different sources of policy analysis affect policy preferences? Experimental evidence from the United States

Policy Sciences - Analysis of policy options is often unavailable or only available from non-governmental research organizations (“think tanks”) that may have explicit or implicit...     

Only When We Agree! How Value Congruence Moderates the Impact of Goal‐Oriented Leadership on Public Service Motivation

Questions of how and when managers can motivate the workforce of public organizations are fundamental for scholars and practitioners alike. A dominant assertion is that goal‐oriented leadership strategies, such as transformational leadership, foster public service motivation (PSM). However, existing studies rely on designs that are vulnerable to endogeneity and rarely investigate the scope conditions of the leadership‐PSM relationship. Combining a field experiment with 364 managers and surveys of their 3,470 employees, the authors show that transformational leadership and transactional leadership, when induced experimentally, do not have the claimed positive effect on PSM. In fact, the results indicate that goal‐oriented leadership can have demotivating effects when employee and organizational values are incongruent. Public managers should therefore carefully assess existing levels of value (in)congruence before implementing goal‐oriented leadership strategies, and—in case of value conflicts—seek to align perceptions of the desirable among members of the organization.     

Silos as barriers to public sector climate adaptation and preparedness: insights from road closures in Norway

Organisational perspectives propose that structural arrangements affect policy outcomes. Drawing on these perspectives, it is worthwhile to find out whether and how disagreements among public authorities create barriers to public sector adaptation and preparedness. As the literature on weather vulnerabilities and climate adaptation recommends increased public sector coordination, exploring the possibilities of governance can contribute to the improvement of lifeline conditions. Insights from a Norwegian case study suggest that the different mandates of responsible public authorities sometimes clash. Such clashes limit the abilities to sustain welfare and business conditions when avalanches and blizzards cause highway outages. The findings also show that governance might only partly improve public sector peril response measures, as there is rarely sufficient flexibility to consider specific interests or preferences, for example, to keep a highway open until a school bus or a freight delivery has passed.