Does Power Corrupt? An Empirical Study of Power,Accountability, and Performance Triangle in Public Administration

Foundational work in public administration has considered the relationship between administrative power, accountability, and performance in public organizations. Even with the vast literature addressing power, accountability, and performance, scholars are still theorizing on how they influence one another. This study proposes and empirically tests a theoretical model of the relationships between each of these three constructs. Data are analyzed from an original survey of a national sample of US local government public administrators—city managers. Using structural equation modeling, results show that there are positive relationships between power and accountability, power and performance, and accountability and performance. The article discusses theoretical and practical implications of these findings.     

Getting Performance from Performance Management: A Framework for Strategic Management Choices

The choices for optimal performance management depend upon the circumstances – there is no single ideal management approach. The principals have three basic tools available to encourage high performance from subordinate entities: they can delegate authority, impose rewards or sanctions, and/or develop (or enhance) a performance measurement system. These tools allow the principals to motivate, delegate, educate, reevaluate, and/or reassign the agent in order to generate increased learning and improved outcomes from the program. Thus, depending on the nature of the agency culture and the quality of the performance measures, different managerial responses will have different results.     

Avoiding Theoretical Stagnation: A Systematic Review and Framework for Measuring Public Value

Public value theory has become a hot topic in public administration research, but its proponents have long recognised difficulties in empirically testing the theory's central propositions. There has been a lack of clarity about how to measure the extent to which organisations are generating public value, which has rendered researchers unable to quantitatively study the causes, consequences and correlates of public value. The current study systematically reviews the growing literature on public value measurement to identify, evaluate, and synthesise available measures. Through a qualitative synthesis of the themes present in published measures, we identify four key components for measuring public value that appear to be important across a range of policy and national contexts. Our review identifies a promising framework that could be used to structure a comprehensive measure of public value and, in doing so, provides a means to progress theoretical development and testing of the public value approach.     

Homogeneous National Management Policies or Autonomous Choices by Administrative Units? Inter- and Intra-Country Management Tools Use Variations in European Central Government Administrations

ABSTRACT

This article presents an original research on the use of management tools in central government departments and agencies in 16 European countries. It is based on a survey conducted among senior managers (n?=?5,998). The analysis shows that the use of management tools results from a combination of top-down implementation of a list of management tools at the national level, combined with a bottom-up independent selection of tools by administrative units. The variation in management tool use depends on the type of tool. While the uses of a HRM tool, such as performance-related pay, or a financial tool, such as risk management, are heavily influenced by national public management policies, service quality-type tools, such as user surveys or quality management systems, tend to be chosen in a more autonomous manner by different administrative units, especially agencies.     

Institutional design of ecolabels: Sponsorship signals rule strength

Ecolabels are designed to help consumers identify environmentally superior products and services; however, they are not all created equal. Some ecolabels have strong rules that promote environmental improvements, while others have weaker rules that permit free‐riding. Because information about ecolabel design and rule strength is typically not readily available at the point of purchase, consumers struggle to differentiate stronger ecolabels from weaker ones. We investigate whether ecolabel sponsorship is a signal that can help consumers distinguish between ecolabels according to the quality of their institutional design. Using data of 189 prominent ecolabels, we find that while most ecolabels have basic rules for environmental performance, monitoring, and conformance, the strength of these rules varies across labels according to sponsoring organization. Independent sponsors have the strongest ecolabel rules, followed by governments. Industry sponsored ecolabels have the weakest rule structures. Taken as a whole, these findings suggest that sponsorship may provide important information about whether an ecolabel is designed with rules that effectively condition firms to promote meaningful environmental improvements.     

‘Growth oriented’ corporate governance reform – can it solve Japan's performance puzzle?

Abstract

Recent governance reforms in Japan aim at promoting ‘the establishment of an environment that supports appropriate risk-taking by the senior management.’ The article evaluates the reforms on the basis of two questions: do the reforms tackle the right issues? And will they be effective? The Japanese economy faces indeed a performance puzzle. Despite Japan's strong efforts in the field of research and development, its excellent work force and abundant financial capital, the economy is performing poorly in terms of productivity. The performance puzzle seems to be closely related to the way large Japanese companies are governed, namely by boards filled with internally promoted lifetime employees. However, the correlation between board composition and performance is spurious. Both are influenced by a third factor, which manifests itself in the predominance of in-house careers. In-house careers determine the composition of boards and have, over the last twenty years, had a negative impact on economic performance. The governance reforms do not address the root of Japan's performance puzzle. They may nevertheless provide an important stimulus for redesigning the way Japanese corporations recruit, train and promote future leaders.     

Formal versus traditional institutions: evidence from Ghana

Citizens in Ghana have a host of options when it comes to local governance provision as a result of the government’s decentralization policies. We undertake to explore and understand how Ghanaians navigate the constellation of local institutions, both formal and traditional, to solve an array of common problems. A four-constituency survey was administered during the summer of 2009 and asked respondents about their experiences interacting with four formal institutions and one traditional institution. We find that formal institutions are by and large working effectively and are enhanced by the presence of a traditional institution. We consider the implications of our results with respect to both democratization and decentralization.     

Management Tools for Quality Performance Improvement in Italian Hospitals

ABSTRACT

Leadership plays a decisive role in improving the quality performance in healthcare organizations. Research examines how Italian hospitals generate conditions to support leadership, at both top management and department/unit level, in improving quality. It focuses on the role of the management in processes for the delegation of responsibilities, and tools implemented to facilitate clinical leadership. Data show that: mandate is linked to full accountability; top management supports leadership for reinforcing outputs; and evaluation processes are systematically implemented. Furthermore, data show that leaders require performance systems to enhance clinical professionalism and to commit to improving performance.     

The Adoption of Outcome-Related Performance Indicators in External Reporting: An Empirical Study

ABSTRACT

Contemporary government reforms are changing how performance is measured and evaluated, by shifting the focus from inputs and processes to outputs and outcomes. This study uses agency theory, institutional theory, and organizational information processing theory to hypothesize and assess how particular organizational and institutional factors affect the disclosure of outcome information by public organizations, drawing on an empirical analysis of 214 Italian public organizations. Organizational size, mode of service delivery, and the degree of regulation are all strongly associated with the disclosure of outcome indicators in external performance reports.