Business Experts on Public Sector Boards: What Do They Contribute?

Although public management reforms around the world have given business experts an enhanced role in the governance of public sector organizations, the impact of this change is poorly understood. Drawing from the literature on board human capital as a theoretical framework and focusing on the case of hospital boards in the English National Health Service, this concern is addressed by investigating whether increasing the presence of individuals with business expertise has any significant relationship with organizational performance. The findings show that while business expertise appears to have no influence on service quality, it does have a positive effect on financial performance. However, this only applies to governing boards that are less experienced in terms of their collective tenure. The findings lend partial support to board capital theory but also show that in certain conditions generic business expertise can be a valuable asset for public sector organizations.     

Nationalism,Ethnic Identity,and Jews in the Socialist Ideology of Otto Bauer

This paper examines the ideas of Otto Bauer (1881–1938) on national identity as a theoretical concept, the nationalities question in the Habsburg Monarchy, and the concept of a civic Austrian national identity. Additionally, it demonstrates that the experience of assimilation in Bauer’s family background affected most directly the way he wrote about Jewish identity, and finds that some of his writings reveal a degree of doubt about his own identity as a German.     

New Zealand's public sector management reform: Implications for the United States

This article describes the reforms to the functions of central government in New Zealand that have been introduced since 1985. It sketches the political and economic situation which motivated the changes to the systems of public management. Some of the theoretical influences that provided insights to the advice given to the government by its officials are noted. The essential elements of the system are described briefly. The results are summarized in terms of how the ideas were implemented, the extent of their acceptance, the impact on managerial behavior, and the effects on government in terms of the objectives that were originally set out. Some tentative suggestions are made regarding the messages that might be drawn from the New Zealand experience that are relevant to the reforms of the government of the United States.     

Social Science and the Public Interest

Social Science and the Public Interest

Social Science and the Public Interest September/October 2010