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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

Article
Publication date: 1 October 2005

Emma Parry, Clare Kelliher, Tim Mills and Shaun Tyson

This paper aims to examine the practice of human resource management (HRM) in voluntary sector organisations providing substance misuse treatment services and to compare these…

8461

Abstract

Purpose

This paper aims to examine the practice of human resource management (HRM) in voluntary sector organisations providing substance misuse treatment services and to compare these findings with similar organisations in the public sector.

Design/methodology/approach

HRM practices are examined using a survey of voluntary and public sector drug and alcohol treatment provider organisations. The survey data are supported with a number of case studies and qualitative interviews with the HR managers of such organisations.

Findings

The data show that in many areas practice is broadly similar in the voluntary and public sectors. However, there are also a number of important differences, influenced by both their relative financial positions and the value‐led nature of the voluntary sector.

Originality/value

Recent estimates suggest that over half a million people are in paid employment in the UK voluntary sector; however, relatively little is known about HRM within this sector. This paper provides a valuable insight into HRM within this sector and highlights the similarities and differences between this and the public sector.

Details

Personnel Review, vol. 34 no. 5
Type: Research Article
ISSN: 0048-3486

Keywords

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…

1189

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.

Article
Publication date: 1 June 2003

Hesham Magd and Adrienne Curry

Given the emphasis in today's environment on customer focus, stakeholders’ interests, public‐sector organisational performance and other methods of assessment are employed to…

8232

Abstract

Given the emphasis in today's environment on customer focus, stakeholders’ interests, public‐sector organisational performance and other methods of assessment are employed to address issues in the new public management and prevailing managerialism in measurement of public‐sector organisations around the world. Therefore, many public‐sector organisations have been encouraged to implement benchmarking as one way of satisfying the government's requirement that public organisations provide best‐value services. In order to achieve best‐value services in public‐sector organisations, benchmarking is considered to be a vital management tool and benchmarking has been used widely in private‐sector organisations. This paper focuses on providing a critical view of benchmarking to provide best‐value services to taxpayers and local businesses. The paper emphasises that, in order for benchmarking to be successful in public‐sector organisations, it is important to have a full commitment to continuous improvement, an ability to learn from others, and a commitment to implement improvement.

Details

Benchmarking: An International Journal, vol. 10 no. 3
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 11 July 2008

Vilma Luoma‐aho

Economic pressures and rising stakeholder expectations have led public sector organisations to measure their reputation. The paper aims to highlight the importance of reputation…

5673

Abstract

Purpose

Economic pressures and rising stakeholder expectations have led public sector organisations to measure their reputation. The paper aims to highlight the importance of reputation for the public sector, define sector reputation and report findings on a quantitative study of sector reputations of four different types of Finnish public sector organisations.

Design/methodology/approach

Inspired by stakeholder theory and the value of organisational reputation, a quantitative survey of stakeholder assessments on reputation was carried out in the 12 organisations from the field of the Finnish Ministry of Social Affairs and Health in 2003. The organisations represented four sectors: research, authority‐functions, semi‐commercial functions and legislation. Survey data were first analysed with factor analysis to form five reputational factors for public sector organisations. Further analyses were carried out to compare differences between the organisational types and groups of stakeholders (analysis of variance) and to define the part of the different stakeholders (cluster analysis) for sector reputation.

Findings

The paper distinguishes between two major sector reputations: flexible and bureaucratic public sector organisations. Those organisations with more traditional functions (legislation and authority functions) are by reputation labelled bureaucratic, whereas those with more modern functions (research and semi‐commercial functions) are by reputation more flexible. These findings give insight into the strengths and weaknesses in the reputation of different types of public sector organisations, and hence contribute to the body of literature on strategic management of public sector organisations.

Research limitations/implications

Though the concept of sector reputation is universal, the contents of sector reputations are culturally bound. The study was conducted on Finnish public sector organisations, so the results could best be generalised to other Nordic countries. Moreover, reputation is an artificial concept based on stakeholder assessments and perceptions, and does not measure reality as such, though it is associated with stakeholder behaviour.

Practical implications

The results of the paper point toward rather stable, yet specific sector reputations. Knowing the reputational strengths and weaknesses of each type of public sector organisation provides a deeper understanding of how stakeholders perceive different types of organisations, and hence enables suitable allocation of public resources.

Originality/value

The paper will contribute to both theory and practice by addressing the concept of reputation for public sector organisations as well as providing new results on sector reputation. The paper will be of interest to those searching for ways to measure the effectiveness of public sector organisations as well as to those interested in stakeholder relations and strategic management.

Details

International Journal of Public Sector Management, vol. 21 no. 5
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 20 February 2009

Claudine Kearney, Robert D. Hisrich and Frank Roche

While the term “entrepreneurship” is not exclusively a private sector phenomenon, it is usually associated with private sector business activity and more specifically with small…

6776

Abstract

Purpose

While the term “entrepreneurship” is not exclusively a private sector phenomenon, it is usually associated with private sector business activity and more specifically with small to medium enterprises. However, over the last two decades it has appeared in the public administration literature with increasing frequency. The recent research in public sector entrepreneurial activity makes an exploratory comparative analysis of the key components that are applicable from private sector entrepreneurship timely as the topic is emerging as an area of academic inquiry and research. The purpose of this paper is to provide a comparative analysis of private and public sector entrepreneurship using an analytical model from private and public sector entrepreneurship.

Design/methodology/approach

A clear understanding of the research issues involved requires an appreciation of the nexus between private sector entrepreneurship and the more limited research field of public sector entrepreneurship. The paper identifies and examines the historical and evolutionary research on entrepreneurship as a basis for analysis of public and private sector entrepreneurship.

Findings

The paper provides a comprehensive analysis that highlights key similarities, differences or a combination between public and private sector entrepreneurship and develops an existing model and framework for a systematic approach to the public sector entrepreneurial process.

Originality/ value

Based on this exploration, new insights about public sector entrepreneurship are developed, practical implications for public sector entrepreneurs on how to approach public sector entrepreneurship more systematically and effectively are presented and opportunities for further research are identified.

Details

Journal of Small Business and Enterprise Development, vol. 16 no. 1
Type: Research Article
ISSN: 1462-6004

Keywords

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: 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: 22 March 2011

Indrit Troshani, Cate Jerram and Sally Rao Hill

Human resources information systems (HRIS) are becoming increasingly important in helping modern organizations manage their human assets effectively. Yet, HRIS adoption remains an…

9364

Abstract

Purpose

Human resources information systems (HRIS) are becoming increasingly important in helping modern organizations manage their human assets effectively. Yet, HRIS adoption remains an under‐researched phenomenon. The purpose of this paper to isolate the factors that influence the organizational adoption of HRIS in public sector organizations.

Design/methodology/approach

Adopting the technology‐organization‐environment model as an analytical framework, the paper draws on qualitative evidence from 16 interviews across 11 Australian public sector organizations.

Findings

The authors find that champions in public sector organizations should demonstrate HRIS benefits before their adoption can succeed. With standardization trends adopted by HRIS vendors, complete organizational fit between adopted HRIS and business processes may be elusive for adopters suggesting that post‐adoption vendor support must be negotiated if costly customizations are to be minimized. In addition to various organizational factors, including management commitment and human capability, the authors also find that broader environmental factors including regulatory compliance can have a deep impact on the success of HRIS adoption by creating urgency in adoption intentions.

Originality/value

There is paucity of research concerning HRIS adoption in the public sector which presents unique challenges due to its idiosyncrasies. This paper contributes to the existing body knowledge by investigating the role of technological, organizational, and environmental factors and their interactions. It provides an improved understanding of the challenges related to HRIS adoption in public sector organizations.

Details

Industrial Management & Data Systems, vol. 111 no. 3
Type: Research Article
ISSN: 0263-5577

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Article
Publication date: 26 October 2010

Deepak Chawla and Himanshu Joshi

There is no single way of achieving business success. The concept of knowledge management (KM) builds on the existing management practices, integrating them into a philosophy for

4221

Abstract

Purpose

There is no single way of achieving business success. The concept of knowledge management (KM) builds on the existing management practices, integrating them into a philosophy for improving performance. This paper aims to understand the various dimensions of KM and how they differ in public and private sector organizations in India. It also attempts to identify the dimensions where one sector is better than the other and areas needing improvement.

Design/methodology/approach

The paper uses a sample comprising 16 private and public sector organizations. A convenient sampling scheme was used. The extent of KM practices was evaluated with respect to dimensions, namely process, leadership, technology, culture and measurement.

Findings

The paper empirically shows that private sector organizations fare better statistically on all dimensions compared to public sector organizations. Although the private sector is ahead of the public sector on the raw mean scores of various dimensions, it has still a long way to go as the scores are below four on a scale of five. The scores are just satisfactory and there is further scope for improvement.

Research limitations/implications

The study uses a sample of four public sector organizations and the findings may lack generalization. Therefore, it would be interesting to verify the findings using a larger sample size.

Practical implications

The paper can serve as a best practice document for public and private sector organizations interested in adopting KM for improving performance.

Originality/value

The paper tries to bring forth concern areas for KM in Indian public and private sector organizations.

Details

Journal of Knowledge Management, vol. 14 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

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