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Article
Publication date: 11 November 2019

Sasidhar Reddy Bhimavarapu, Seong-Young Kim and Jie Xiong

Many public sector organizations have shown a consistent lack of capability to execute their strategic plans compared with private sector organizations. This failure explains why…

1178

Abstract

Purpose

Many public sector organizations have shown a consistent lack of capability to execute their strategic plans compared with private sector organizations. This failure explains why most public sector organizations are grappling with the dynamics of the twenty-first century in service delivery. Further, the strategy execution gap is vast in the public sector organizations than in the private sector organizations. The purpose of this paper is built based on the curiosity to develop a conceptual model that can close the strategy execution gap in public sector organizations.

Design/methodology/approach

The research adopted a qualitative research design, particularly, a case study research design approach as an ideal tool to conduct a holistic and in-depth survey of the trends in strategy execution in the public sector.

Findings

From the findings of the study, it has been found that five out of the nine strategy execution components that were investigated showed higher scores. These strategy execution components perceived to be vital by this study and were integrated into the MERIL-DE model, which will significantly contribute to closing the strategy execution gap in the public sector.

Originality/value

This research was built based on the curiosity to develop a conceptual model, the MERIL-DE model that can close the strategy execution gap in public sector organizations.

Book part
Publication date: 27 November 2014

Jacques Defourny and Victor Pestoff

There is still no universal definition of the third sector in Europe, but it can be seen as including all types of non-governmental not-for-profit entities such as non-profit…

Abstract

There is still no universal definition of the third sector in Europe, but it can be seen as including all types of non-governmental not-for-profit entities such as non-profit organizations, mutuals, cooperatives, social enterprises and foundations. This article attempts to make sense of the current shifting conceptualization of the third sector in Europe. It is based on short country summaries of the images and concepts of the third sector in 13 European countries by EMES Network’s members, first presented in 2008 (Defourny and Pestoff, 2008; nine of them were recently revised and are found in the appendix to this article.). The perception and development of the third sector in Europe is closely related to the other major social governance institutions/mechanisms, like the market, state and community and through the third sector’s interaction with them. Moreover, many third sector organizations (TSOs) overlap with these other social institutions, resulting in varying degrees of hybridity and internal tensions experienced by them. TSOs can generate resources from their activities on the market, by providing services in partnership with the state and/or by promoting the interests of a given community or group. The country overviews document a growing professionalization of TSOs in most countries and a growing dependency of public funds to provide services. This has important theoretical and practical implications for orienting the articles included in this book. Thus, it can provide a key for better understanding the discussion and analysis in the remainder of this volume.

Details

Accountability and Social Accounting for Social and Non-Profit Organizations
Type: Book
ISBN: 978-1-78441-004-9

Keywords

Book part
Publication date: 7 December 2023

Veronica Allegrini and Fabio Monteduro

This chapter aims to contribute to the literature on sustainability in the public sector by discussing how human resource and human resource management can help to integrate…

Abstract

This chapter aims to contribute to the literature on sustainability in the public sector by discussing how human resource and human resource management can help to integrate environmental management into organizations and improve environmental performance. Public sector scholars have neglected the study of Green Human Resource Management (GHRM) until now. Nevertheless, implementing such practices could lead to positive outcomes regarding awareness of environmental issues, organizational reputation and attractiveness, job satisfaction and organizational performance. The authors discuss the relevance and the necessity of developing a field of research on GHRM in public organizations. Starting from a conceptual review of the main literature on GHRM, this chapter provided some directions for future research.

Details

Reshaping Performance Management for Sustainable Development
Type: Book
ISBN: 978-1-83797-305-7

Keywords

Book part
Publication date: 28 August 2023

Wioleta Kucharska and Denise Bedford

This chapter addresses the potential for knowledge, learning, and collaboration (KLC) cultures in public sector organizations. Public sector organizations are among the most…

Abstract

Chapter Summary

This chapter addresses the potential for knowledge, learning, and collaboration (KLC) cultures in public sector organizations. Public sector organizations are among the most complex for introducing or nourishing a KLC approach because there are multiple levels of cultures with varying levels of influence. We describe these complex cultures as tiers. First, we define public sector organizations’ business goals, purpose, and strategies. Then, the authors translate and interpret all five levels of culture for public sector organizations. The chapter also details the nature of cultural complexity, namely the four tiers of public sector cultures: (1) the company culture (Tier 1); (2) the public service culture (Tier 2); (3) the culture of the external environment (Tier 3); and (4) the internal KLC cultures (Tier 4). This chapter establishes a framework for describing an organization’s complex culture and determining the best KLC approach for the context.

Details

The Cultures of Knowledge Organizations: Knowledge, Learning, Collaboration (KLC)
Type: Book
ISBN: 978-1-83909-336-4

Book part
Publication date: 18 November 2013

Abstract

Details

Intellectual Capital and Public Sector Performance
Type: Book
ISBN: 978-1-78350-169-4

Book part
Publication date: 20 March 2023

Natalia Aversano and Johan Christiaens

Heritage assets (HAs) are important goods or properties that define a country’s culture, history, and identity. Public sector entities are the primary custodians of a nation’s…

Abstract

Heritage assets (HAs) are important goods or properties that define a country’s culture, history, and identity. Public sector entities are the primary custodians of a nation’s heritage properties; however, many local museums and historic houses are managed by private not-for-profit (NFP) organisations that essentially act to conserve these heritage places.

Through a documentary analysis, this chapter aims to investigate the points of convergence and the differences between accounting policies for governmental heritage and private NFP organisations.

The study demonstrates that even private NFP entities present the same characteristics as public sector ones in the accounting of heritage goods and that there are certain accounting standards being equally applicable; therefore, the accounting policies for governmental heritage are in accordance with the accounting policies for NFP organisations such as museums, art galleries, charities, churches, for their heritage goods.

Details

Measurement in Public Sector Financial Reporting: Theoretical Basis and Empirical Evidence
Type: Book
ISBN: 978-1-80117-162-5

Keywords

Book part
Publication date: 9 May 2014

Sabina Klimentova

The aim of this chapter is to study innovation in the public sector, to get a better understanding of what is considered as an innovation, to show how that can be measured and to…

Abstract

Purpose

The aim of this chapter is to study innovation in the public sector, to get a better understanding of what is considered as an innovation, to show how that can be measured and to define different types of observed innovations. The chapter addresses to study all significant changes and improvements made within 12 Luxembourg public organizations.

Methodology/approach

The first part is a literature review with presentation of the key definitions and concepts; it illustrates the themes related to innovation and its measurement in the public sector. The second part presents the methodology applied to 12 Luxembourg public administrations. I based my study on a follow-up interviews conducted in 2008 within certain public organizations, followed by a second phase of satisfaction surveys completed from the rest of the administrations in 2012. I analyzed the results and measured public services’ degree of innovation. I adopted the Australian case of conceptual framework and presented its application into the Luxembourgish context taking into account national problematic in the discussion section. Comments and feedback are directly extracted from the interviews are added in the conclusion.

Findings

After analyzing the self-assessment’s final reports of 12 Luxembourg public organizations, my team and I, grouped the areas to innovate in different categories in order to identify the origins of the most recurrent causes. These self-assessment reports have also highlighted the lack of outcome evaluation in public organizations.

Practical implication

This study will help public sector organizations to develop strategies to improve innovation capability. First by implementing the continuous improvement program and second by measuring the public sector innovation, it will help organizations to identify their strengths and weaknesses on various aspects of innovation.

Details

Performance Measurement and Management Control: Behavioral Implications and Human Actions
Type: Book
ISBN: 978-1-78350-378-0

Keywords

Abstract

Details

Change and Continuity Management in the Public Sector: The DALI Model for Effective Decision-Making
Type: Book
ISBN: 978-1-78973-168-2

Book part
Publication date: 28 June 2016

Jan van Helden and Christoph Reichard

An examination of the commonalities and differences between performance management practices in the public and private sector.

Abstract

Purpose

An examination of the commonalities and differences between performance management practices in the public and private sector.

Methodology/approach

A literature review of 100 publications in international academic journals over the last 20 years.

Findings

The chapter develops a framework which links the dimensions of the public/private-distinction (ownership, funding, control and type of goals) to the design and use of performance management systems (PMS). This framework subsequently informs a literature review, which can be summarised as follows: Multi-dimensionality of the PMS is core in both public and private sector organisations, but quite many private sector papers point to a financial focus at the top of the PMS, while public sector organisations show a broad variety of performance indicators, including those on societally relevant goals. In addition, a link between the PMS and strategies can be found in the public and the private sector, but the match between different strategies and PMS design is more elaborated in the private sector. These findings are largely in accordance with our expectations. The review also finds support for the assumption that performance information in public sector organisations is primarily used for external accountability reasons, while internal managerial control is the main purpose in private firms. The use of performance information is quite intensive and mostly functional in both sectors, which does not meet our expectations. Overall, the differences between performance management practices in the public and private sector are less stringent than expected.

Research limitations

Due to limited evidence about the importance of performance-related pay systems and no evidence about targeting in both sectors, a more focused literature review on these issues would be desirable.

Practical implications

Mutual learning between both sectors, for example the public sector can learn from the private sector on how to link strategy to the PMS and the private sector can learn from the public sector about serving a multitude of stakeholders in the PMS.

Originality/value

A comprehensive review of performance management practices in the public and private sector.

Details

Performance Measurement and Management Control: Contemporary Issues
Type: Book
ISBN: 978-1-78560-915-2

Keywords

Article
Publication date: 1 January 1999

Irvine Lapsley and Rosie Oldfield

This paper seeks to explore the role of public sector accountants in the new millennium. Our contention is that the past (in terms of public sector reforms and ‘traditional’…

Abstract

This paper seeks to explore the role of public sector accountants in the new millennium. Our contention is that the past (in terms of public sector reforms and ‘traditional’ accounting practices) will strongly influence the public sector accountant in the future. In order to illustrate this, we consider the key reforms which have taken place within the public sector over the last two decades, and the role of the accountant therein. We assess the extent to which these changes will continue to impact the accountant in the future. We also consider that the accountant is constrained by the past, in terms of the continuing dominance of certain accounting practices. The role of the accountant in the new millennium can therefore be seen in terms of both continuity and change.

Details

Pacific Accounting Review, vol. 11 no. 1/2
Type: Research Article
ISSN: 0114-0582

1 – 10 of over 121000