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Government.com? Multifunctional cabinet portfolio analysis of 201 national governments

Steffen Roth (La Rochelle Business School, Excelia Group, La Rochelle, France)
Teemu Santonen (Laurea University of Applied Sciences, Espoo, Finland)
Maximilian Heimstädt (Universität Witten/Herdecke, Witten, Germany)
Carlton Clark (University of Wisconsin – La Crosse, La Crosse, Wisconsin, USA)
Nikolay Trofimov (Russian Academy of Sciences, Moscow, Russian Federation)
Jari Kaivo-oja (University of Turku, Turku, Finland)
Arthur Atanesyan (Yerevan State University, Yerevan, Armenia)
Balazs Laki (Tilburg University, Tilburg, The Netherlands)
Augusto Sales (KPMG Global Strategy Group, Rio de Janeiro, Brazil)

Journal of Organizational Change Management

ISSN: 0953-4814

Article publication date: 30 October 2019

Abstract

Purpose

The purpose of this paper is to examine how much value national governments worldwide place on political, economic, scientific, artistic, religious, legal, sportive, health-related, educational and mass media-related issues. This knowledge is critical as governments and policies are typically expected to be congruent with the importance these issues have for society.

Design/methodology/approach

Drawing on theories of polyphonic and multifunctional organization, the authors recoded and analyzed a US Central Intelligence Agency directory to test the cabinet portfolio of a total of 201 national governments for significant biases to the above issues.

Findings

The results suggest that governments worldwide massively over-allocate their attention to economic issues.

Originality/value

The authors conclude that this strong pro-economic governance-bias likely translates into dysfunctional governance and development at both the national and supra-national level.

Keywords

Citation

Roth, S., Santonen, T., Heimstädt, M., Clark, C., Trofimov, N., Kaivo-oja, J., Atanesyan, A., Laki, B. and Sales, A. (2019), "Government.com? Multifunctional cabinet portfolio analysis of 201 national governments", Journal of Organizational Change Management, Vol. 32 No. 6, pp. 621-639. https://doi.org/10.1108/JOCM-10-2018-0290

Publisher

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Emerald Publishing Limited

Copyright © 2019, Emerald Publishing Limited