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In this study, I explore the link between workforce downsizing and the predominance of a corporate governance model that espouses a shareholder value maximization principle. Specifically, I examine how top managers’ shareholder value orientation affects the adoption of a downsizing strategy among large, publicly traded corporations in the United States. An analysis of CEOs’ letters to shareholders indicates that firms with CEOs who use language that espouses the shareholder value principle tend to have a higher rate of layoffs, after controlling for various indicators of the firm’s adherence to the shareholder value principle. The finding suggests that corporate governance models, particularly those advocated by powerful organizational elites, have a significant impact on workers by shaping corporate strategies toward the workforce. The key actors in this process were top managers who embraced the new management ideology and implemented corporate strategy to pursue shareholder value maximization.

This article argues that the field of public administration, academics and practitioners alike, would benefit by more explicitly addressing the role that values play in administrative behavior and decision making. It reflects on the extent to which values are embedded in the work of public administrators, and their role in serving as normative criteria for action. Because the values associated with democracy and bureaucracy are often in competition, though, the challenge for administrators is to arrive at a workable balance consistent with our constitutional tradition. To that end, the insights offered by an organizational culture perspective are helpful in understanding how particular values can be promoted in organizations. This article concludes with a brief discussion of some implications that such an approach has for how we study, teach, and practice public administration.

The aim of this paper is to explore if there are any statistically significant values orientations that determine the organizational culture environment and ascertain the factors that affect the values orientation structures differences.

This study investigates the relationship between organizational values and sensitivity to corporate social responsibility among current employees and business students in Latvia. Using a questionnaire on value orientation, survey data were collected from a sample of 718 employees, 125 first year business students, and 27 MBA students.

The research has contributed to the development of assessment instrument for organizational culture environment values orientation – nine scales representing values orientation typical of organizational culture. These scales were updated, analyzed by context and tested by application of statistical methods.

Results of the research point out the necessity of social responsibility facilitating ethics studies in entrepreneur training programs in universities and colleges. Universities and colleges have important tasks in preparing the prospective managers. The time that has been spent studying is an important stage in the personal development in the early adult age.

A structural model of nine values orientations describing organizational culture environment has been developed. Results of the research identified significant factors determining differences in values orientation: the gender and the type of the place of employment.

The purpose of this paper is to examine the relationship between ethical work climates (EWCs) and supplier selection decisions (SSDs), and the moderating roles of party politics and personal values on this relationship.

A total of 600 senior-level personnel from 40 Nigerian public organizations were surveyed using structured questionnaires. Multiple regression analysis was used to test the hypotheses developed for the study after assessing construct reliability and validity.

Results show that both high and low levels of external political pressures significantly reduce the perception that organizational SSDs are ruled based and pro-social in nature. Furthermore, regardless of the level of perception of instrumental personal values by employees, instrumental ethical climates significantly determine SSDs; principled/cosmopolitan climate and benevolent/cosmopolitan climate only become significant perceptible determinants when there is less room for the accommodation of personal goals during SSD processes.

This study only examined the relationship between ethical climate perceptions and SSDs without controlling for the effects of some important possible intervening variables on this relationship. Therefore, the study encouraged future researcher to enhance the generalizability of the findings by incorporate relevant control variables in the model, as well as examining other decision phases in the public buying process.

This study is original to the extent that only a few studies in the literature are devoted to perceptions of EWCs in African organizations, and no previous studies have examined this phenomenon in relation to SSDs in Nigerian public firms.

The authors propose a conceptual model that explains how interorganizational relations in public-private IT outsourcing (ITO) may enhance public value in public administrations through process improvement.

The research design is based on the development of a theoretical framework based on the integration of transaction cost theory (TCT) and the resource-based view (RBV), and empirical interview data from IT managers in state and local governments in Mexico.

First, public-private ITO does produce specific process improvements in Mexico's public administration given its specific institutional context. Second, public value depends on the alignment between the characteristics of IT project activities and the attributes of outsourcing as a mode of governance. Third, process improvements moderate this relation. Fourth, relevant process improvements are identified on an empirical basis, showing the importance of institutional conditions in the determination of public value through interorganizational relationships in the public sector.

The authors suggest new roles for public managers as orchestrators of interorganizational relations, and specify the orientation relevant process improvements could take in a specific institutional context.

Through this study, it is possible to gain both theoretical and practical understanding of process improvements in public administrations to enhance public value.

The purpose of this empirical study is to identify the job tasks where decisions regarding social responsibility are likely to occur and assess the potential connections between social responsibility and professionalism.

A job study conducted by the Universal Public Procurement Certification Council (UPPCC) of 2,593 practitioners is used for data collection. Factor analysis is applied to a set of 75 procurement job tasks to determine the relationship between practitioners’ performance and management of job tasks and social responsibility variables.

The results suggest that there are specific job tasks performed and managed in both public and private sector procurement that share a unique relationship with social responsibility variables.

The manuscript advances the research on professionalism in procurement and administration through empirically testing job tasks performed and managed by practitioners and identifying relationships between job tasks according to a professional orientation toward social responsibility.

The study shows that specific job tasks are performed and managed in procurement and administration with a social responsibility consideration.

The technical nature of job tasks found to be related to social responsibility suggests a paradoxical view of the politics-administration dichotomy, and the notion that neutral tasks of both the public and private sectors are not void of a social function.

One attribute of professionalism in the literature, social responsibility, is operationalized through actual performance and management of job tasks by practitioners.

Some key questions on rationality (responsiveness), consistency, stability and reliability of public opinion have been raised in scientific literature and in professional and lay public in recent years. The authors reply to these questions on the basis of secondary analysis of public opinion results obtained in surveys carried out in Slovenia from 1991 to 2007, examining the following group of variables: perception of threats, membership of Slovenia in NATO, the role of armed forces in contemporary society and their functions and trust into Slovene Army, the way of its manning and operating costs. The authors found that the Slovene public supported crucial projects of the state in the security field (NATO membership, transformation from conscript army into All-Volunteer Force, collaboration in peace operations); however, it did not always follow the opinion of the political elite. Nor did the public follow its own general value orientation while supporting those projects. The data revealed that public opinion about security issues has been relatively rational, consistent and stable in the examined period of time whereas greater changes of attitudes have been most often related to the changed circumstances and availability of new information.

This paper analyzes how public administration may improve the service it offers to citizens through a suitable organizational culture; for this purpose, it starts by studying the specific features of the culture of public administration. In this respect, it analyzes the existing taxonomies in public administration, the role of culture in these agencies and how a diagnosis of such culture is made. Then, it describes the problems of bureaucratic culture, typical of many public agencies, and briefly describes the features of a public service, citizen‐oriented culture. Finally, it proposes a specific methodology for the modification of a bureaucratic culture into a culture based on the notion of serving the citizen, together with an analysis of when modification is necessary.

The purpose of this chapter is to consider a public value(s) approach as a response to the challenges besetting public management and to investigate the implications of such an approach for management education.

The chapter investigates the concepts of public value and public values and their influence on the norms and practices of public management. It then focuses on the way in which management education has responded to a changing context resulting in innovation and realignment in order to enable public managers to espouse public values and achieve public value. The chapter concludes by exploring the philosophical and practical impact of a public value(s) approach in mid-career public management education.

A public value(s) approach provides not only a relevant discursive framework for public managers but also an appropriate mode of management for the changeable context in which they work. This changes their expectations of mid-career education and influences programme content and pedagogy, enabling innovation and experimentation.

The chapter identifies and analyses the benefits, outcomes and challenges of the public values(s) approach in the mid-career classroom.