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1 – 10 of 38
Article
Publication date: 8 January 2018

Harri Laihonen and Sari Mäntylä

The characteristics of new public management and new public governance are well known, but their impact on managerial knowledge needs and the implementation of knowledge…

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Abstract

Purpose

The characteristics of new public management and new public governance are well known, but their impact on managerial knowledge needs and the implementation of knowledge management in local government remains unclear. The purpose of this paper is to elaborate the key elements of a public organization’s knowledge strategy and shows how knowledge management can support public management.

Design/methodology/approach

A case study on the application of an action research process was conducted to study how the City of Tampere in Finland aimed to overcome challenges in utilizing performance information by applying the ideas of knowledge management.

Findings

The study suggests that a holistic knowledge management strategy promotes the use of performance information by providing a systematic management framework for gathering and utilizing the information.

Practical implications

Four factors appear critical for strategic knowledge management in local government. First, it should be driven by the city’s strategy. Second, it should be carefully integrated into the general management system. Third, clear processes and responsibilities for refining the data are needed. Fourth, the quality of the data must be guaranteed. The results also emphasize the roles of management culture and continuous performance dialogue.

Originality/value

This paper makes two contributions. First, it extends the analysis of a knowledge management strategy to public management, and second, it provides a practical illustration of the development process, where knowledge was put into prime focus in developing public management.

Details

Journal of Knowledge Management, vol. 22 no. 1
Type: Research Article
ISSN: 1367-3270

Keywords

Content available
1429

Abstract

Details

Measuring Business Excellence, vol. 19 no. 3
Type: Research Article
ISSN: 1368-3047

Article
Publication date: 7 June 2018

Tomi Rajala, Harri Laihonen and Petra Haapala

This paper aims to understand performance management as a social phenomenon by investigating the challenges of performance dialogue, a phenomenon where participants…

Abstract

Purpose

This paper aims to understand performance management as a social phenomenon by investigating the challenges of performance dialogue, a phenomenon where participants jointly interpret performance information and discuss it while identifying the actions needed to manage the performance according to this information.

Design/methodology/approach

The research aim is achieved by conducting an interview study. Empirical data were collected by interviewing 30 public managers in three Finnish municipalities and subjecting it to content analysis using inductive category development.

Findings

The research provides empirical evidence from challenges in engaging in performance dialogue. It moreover derives a comprehensive conceptual model categorizing factors inhibiting performance dialogue.

Practical implications

Difficulties in conducting organizational performance dialogues are better explained. The findings support the management of performance dialogue by helping practitioners to identify challenges associated to these dialogues.

Originality/value

This study contributes to current conversations on performance management by showing that performance dialogues are no miracle cure for problems in performance information use. Moreover, the authors demonstrate that complications in performance information use are intertwined in many ways.

Details

Measuring Business Excellence, vol. 22 no. 2
Type: Research Article
ISSN: 1368-3047

Keywords

Article
Publication date: 10 July 2017

Harri Laihonen and Sari Mäntylä

The literature acknowledges the importance of interpretative processes, discussion, and organizational learning in public performance management, but a knowledge gap…

Abstract

Purpose

The literature acknowledges the importance of interpretative processes, discussion, and organizational learning in public performance management, but a knowledge gap remains concerning the mechanism of performance dialogue. To fill this gap, the purpose of this paper is to study the principles of performance dialogue and collaborative performance management in public administration.

Design/methodology/approach

The study utilizes a longitudinal research setting and analyzes the evolution of performance management practices in one city organization in Finland.

Findings

The study suggests that performance dialogue needs to be integrated with management practices and explains how this can be done. Three guiding principles of performance dialogue and collaborative performance management are derived. These underline the role of “referees of the information game”, a supportive and encouraging environment and a focus on the use of performance information.

Practical implications

Performance information is too often provided as a back-office function, and dialogue with information users is either completely lacking or somehow disturbed. The performance dialogue provides a platform for collaborative sense making and helps managers to better understand the complex phenomena and processes they are responsible for.

Originality/value

The literature dealing specifically with the change from centralized and vertical performance management practices toward decentralized and horizontal practices is still scarce. This paper provides a new perspective on management control and organizational learning in public administration based on performance dialogue.

Details

International Journal of Public Sector Management, vol. 30 no. 5
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 18 January 2022

Tomi Rajala and Harri Laihonen

Lack of knowledge and performance information sharing between actors is one manifestation of fragmentation in public performance management. This study aims to understand…

Abstract

Purpose

Lack of knowledge and performance information sharing between actors is one manifestation of fragmentation in public performance management. This study aims to understand what managerial means are used for connecting performance dialogues and how these means affect fragmentation in performance management.

Design/methodology/approach

In this cross-sectional research design, the authors reviewed documents, interviewed public managers, observed workshops and held thematic discussions with public managers in one Finnish municipality. To analyze the empirical data, the authors used thematic analysis and both inductive and deductive research approaches.

Findings

The analysis revealed nine managerial means that public managers use for connecting performance dialogues to decrease fragmentation. These were (1) defining the division of labor between different dialogues, (2) assigning resources for performance dialogues, (3) generating convincing narratives for promoting collaboration, (4) providing the same performance information to collaborators, (5) building joint information systems, (6) establishing integrative performance dialogue hubs, (7) naming the gatekeepers, (8) offering training for dialogues and (9) synchronizing performance dialogues. Based on our findings, most of these means can preserve, increase or decrease fragmentation depending on their design.

Originality/value

The results of the study are valuable because the performance management literature has not investigated what managerial means are used to connect performance dialogues and how these means can preserve, increase or decrease fragmentation.

Details

International Journal of Public Sector Management, vol. 35 no. 2
Type: Research Article
ISSN: 0951-3558

Keywords

Open Access
Article
Publication date: 29 September 2021

Tuomas Hujala and Harri Laihonen

The purpose of this study is twofold. First, it suggests that knowledge management (KM), as an academic discipline and managerial practice, provides valuable perspectives…

2318

Abstract

Purpose

The purpose of this study is twofold. First, it suggests that knowledge management (KM), as an academic discipline and managerial practice, provides valuable perspectives and tools to help health and social care management cope with both existing and future challenges. Second, it reviews the existing evidence on the effects of KM on the management of health and social care. Based on the results of the review, an evaluation framework for the effects of KM is proposed.

Design/methodology/approach

The literature review was conducted using the guidance of the Preferred Reporting Items for Systematic Reviews and Meta-Analyses statement to search the Web of Science and SCOPUS databases. The search terms included “knowledge management”, “healthcare” and “effect.” Academic articles published between 2010 and 2020 were included.

Findings

The study identifies six main categories among the effects of KM on the management of health and social care as follows: enhanced understanding of customer needs, improved organizational performance, better targeted decision-making, improved quality of service, behavioral or cultural change and improved risk management.

Originality/value

This study contributes by summarizing the literature on the effects of KM on the management of health and social care and proposing avenues for future research in this area.

Details

Journal of Knowledge Management, vol. 25 no. 11
Type: Research Article
ISSN: 1367-3270

Keywords

Open Access
Article
Publication date: 5 August 2021

Harri Jalonen, Jussi Kokkola, Harri Laihonen, Hanna Kirjavainen, Valtteri Kaartemo and Miika Vähämaa

This paper considers the potential of social media for developing public services. The paper approaches social media as a context that can provide information that might…

Abstract

Purpose

This paper considers the potential of social media for developing public services. The paper approaches social media as a context that can provide information that might otherwise be unattainable. The focus of analysis is on a special hard-to-reach group of marginalized youths who appear to have isolated themselves from society.

Design/methodology/approach

The authors answer the question: How can the experiences of socially withdrawn youth as shared on social media be used to enrich the knowledge base relating to the initiation phase of co-creation of public services? The data retrieved from the Finnish discussion forum are analyzed using the combination of unsupervised machine learning and discourse analysis.

Findings

The paper contributes by outlining a method that can be applied to identify expertise-by-experience from digital stories shared by marginalized youths. To overcome the challenges of making socially withdrawn youths real contributors to the co-creation of public services, this paper suggests several theoretical and managerial implications.

Originality/value

Co-creation assumes an interactive and dynamic relationship where value is created at the nexus of interaction. However, the evidence base for successful co-creation, particularly with digital technology, is limited. This paper fills the gap by providing findings from a case study that investigated how social media discussions can be a stimulus to enrich the knowledge base of the co-creation of public services.

Details

International Journal of Public Sector Management, vol. 34 no. 7
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 8 December 2021

Petra Kokko and Harri Laihonen

The article seeks to explain whether and how value-based healthcare principles lead to hybridization. The public management literature has been increasingly interested in…

Abstract

Purpose

The article seeks to explain whether and how value-based healthcare principles lead to hybridization. The public management literature has been increasingly interested in hybrid forms of governance and hybrid performance management, but empirical studies are still rare. Further, the article studies the design of performance management and accounting systems as healthcare organizations reorganize their care processes applying value-based healthcare principles.

Design/methodology/approach

This article first connects the theoretical discussions on value-based healthcare and performance management for hybrids. The conceptual understanding of performance management in hybrid healthcare uses a case study of a Finnish healthcare organization with documentary data and transcribed interviews with healthcare professionals from both the strategic and operative levels of healthcare.

Findings

The article illustrates and analyses how new policy-level objectives and principles of value-based healthcare led to hybridity in healthcare, manifest in mixed ownership of a particular care path and new forms of social and financial control. Further, the article provides empirical evidence of how increased hybridity necessitated new organizational modes and roles, new managerial tools for performance management and created a need to develop the capability to account and measure entire integrated care processes. Important enabling factors for the integration of care and hybrid performance management were commitment created in dialogue, voluntary-based trust and technology to generate factual shared information.

Practical implications

The study is informative for stakeholders, funders and managers of healthcare organizations, namely new knowledge for the discussion of hybrid governance in healthcare, including a critical account of the applicability and impact of a hybrid service model in healthcare management. Moreover, the article illustrates what needs to be reconsidered in performance management and accounting practices when reorganizing care processes according to the principles of value-based healthcare.

Originality/value

The article extends the analysis of performance management in hybrids and sheds new light on hybridization in healthcare. It also provides much-needed empirical evidence on the processes and practices of accounting and performance management after implementing a value-based healthcare strategy.

Details

Journal of Public Budgeting, Accounting & Financial Management, vol. 34 no. 3
Type: Research Article
ISSN: 1096-3367

Keywords

Article
Publication date: 6 November 2018

Tomi Rajala and Harri Laihonen

The purpose of this paper is to propose a definition for dialogic performance management and investigate the managerial choices that dialogic performance management…

Abstract

Purpose

The purpose of this paper is to propose a definition for dialogic performance management and investigate the managerial choices that dialogic performance management necessitates from public managers.

Design/methodology/approach

The research strategy was based on a narrative analysis grounded in relativism and constructivism. Multiple data collection methods were used in this case study to examine a local government in Finland.

Findings

The paper proposes a definition and provides practical illustrations of the concept of dialogic performance management. The empirical findings are a set of managerial choices used to orchestrate dialogic performance management.

Practical implications

The concept of dialogic performance management encourages practitioners to ask themselves whether their current performance management practices are based on managerial monologues, rather than dialogues that incorporate staff into the performance management. The results also show that managerial choices shape the form of dialogic performance management.

Originality/value

The previous accounting and performance management literature has not examined the managerial choices that are used to shape dialogic performance management. In this research, the authors identify these types of managerial choices in the case organisation. The research is valuable because only after explicating managerial choices can one start to examine why dialogic performance management either fails or succeeds when public managers orchestrate it.

Details

Baltic Journal of Management, vol. 14 no. 1
Type: Research Article
ISSN: 1746-5265

Keywords

Open Access
Article
Publication date: 10 February 2021

Tomi Rajala, Harri Laihonen and Petra Kokko

Fragmentation can inhibit joint goals and performance measures. Therefore, the purpose of this study is to investigate the level of fragmentation between public, private…

1032

Abstract

Purpose

Fragmentation can inhibit joint goals and performance measures. Therefore, the purpose of this study is to investigate the level of fragmentation between public, private and third sectors in a hybrid organization's performance management systems and the effects of this fragmentation to propose hypotheses and new research methods for future studies.

Design/methodology/approach

The inductive research design was based on a mixed method approach. As empirical data, a survey, interviews and documents were used in this case study examining a hybrid organization called Welfare Alliance.

Findings

The results showed low-level fragmentation in the performance management system of the hybrid. Although the level of fragmentation was low-level, it affected the hybrid's ability to implement joint performance goals and measures. Performance management practices suffered as a consequence.

Originality/value

As a theoretical contribution to research addressing performance management in hybrids, the study proposes new concepts and theoretical hypotheses concerning fragmented performance management systems in hybrids. These theoretical hypotheses propose how performance goals and measures can become fragmented because they isolate service production units and activities from each other. The proposed hypotheses for future studies also attempt to provide explanations for how fragmentation can spread from one management function to another (i.e. from goal setting to performance measurement).

Details

International Journal of Public Sector Management, vol. 34 no. 3
Type: Research Article
ISSN: 0951-3558

Keywords

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