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Book part

Jan de Leede and Paddy Heuver

New Ways of Working seems to change the leadership agenda. Activity-based working and home-based work lead to different behaviors of employees. Supervising styles will…

Abstract

New Ways of Working seems to change the leadership agenda. Activity-based working and home-based work lead to different behaviors of employees. Supervising styles will change from command-and-control toward goal-setting-and-trust. This chapter describes the trend and provides new data on the actual use and effectiveness of these new supervision styles. It appears to be a mix of different leadership styles, such as leading by vision, setting targets and control on output, providing trust.

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Article

Hans de Bruijn

Focuses on managing performance in public, professional organizations, specifically those using output steering. Asks whether these organizations can use output

Abstract

Focuses on managing performance in public, professional organizations, specifically those using output steering. Asks whether these organizations can use output measurement effectively in spite of the tool’s shortcoming. Outlines the positive effects of output steering as well as the “perverse” effects and derives three mechanisms that usually manifest themselves when output steering is used. Also deals with an alternative to output: a focus on throughput. Output steering focuses on an organization’s products; throughput steering focuses on the process of generating these products. Asserts that effective performance management implies that a manager and a professional use both approaches and make a creative use of the tension between the two approaches. They constantly move to and fro between a product approach and a process approach.

Details

Managerial Auditing Journal, vol. 18 no. 4
Type: Research Article
ISSN: 0268-6902

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Article

George K. Chako

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or…

Abstract

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

Details

Asia Pacific Journal of Marketing and Logistics, vol. 12 no. 2/3
Type: Research Article
ISSN: 1355-5855

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Article

Tobias Alexander Krause and Martyna Daria Swiatczak

This study examines the interplay of formal types of control (input, behavior and outcome) exercised on municipally owned corporations (MOCs). It further investigates…

Abstract

Purpose

This study examines the interplay of formal types of control (input, behavior and outcome) exercised on municipally owned corporations (MOCs). It further investigates whether particular informal contingencies (trust and interdependence) predict affiliation to the derived municipal control configurations.

Design/methodology/approach

The paper applies an exploratory cluster analysis based on survey data from 243 top-level managers of German MOCs. It then investigates the clustered municipal control configurations using binomial logistic regression.

Findings

The exploratory analysis reveals four municipal control configurations: (1) input-dominated control, (2) outcome-dominated control, (3) mixed input/outcome control and (4) “neglect of formal control”. As expected, both of the informal contingencies demonstrate strong predictive power. More precisely, trust increases the likelihood of belonging to the dominant outcome control cluster and interdependence increases the likelihood of belonging to the mixed input/outcome control cluster. Surprisingly, the neglect of formal control cluster is characterized by low trust and low interdependence.

Originality/value

The study sheds light on the widely assumed but understudied interplay of different formal controls in hybrid governance settings. Furthermore, the analysis stresses the importance of trust and interdependence when explaining hybrid control configurations.

Details

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

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Book part

Steven Van de Walle and Sandra Groeneveld

The chapters in this book have all in some way focused on new steering instruments in the public sector, or on how governments, often in collaboration with other actors…

Abstract

The chapters in this book have all in some way focused on new steering instruments in the public sector, or on how governments, often in collaboration with other actors, attempt to achieve integrated results and broad social outcomes. The trend away from the traditional and NPM-style prescriptions, the latter of which often resulted in a certain degree of fragmentation and a loss of steering capacity (Terry, 2005), is visible in a wide range of areas, both on the delivery level, and on the more strategic level. This has put the need to coordinate the public sector and to find new ways of steering firmly on the agenda (Braun, 2008; Bouckaert et al., 2010).

Details

New Steering Concepts in Public Management
Type: Book
ISBN: 978-1-78052-110-7

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Book part

Niels Thygesen and Tine Hansen

The purpose of this chapter is to develop the idea of Innovative Laboratories as a learning format which can be used to create public value in a Danish context by…

Abstract

Purpose

The purpose of this chapter is to develop the idea of Innovative Laboratories as a learning format which can be used to create public value in a Danish context by specifically coping with strategic challenges which takes the form of paradoxes.

Design/methodology/approach

The learning format is theoretically informed by Niklas Luhmann’s functional approach as well as based on concrete teaching experiences within the course on strategy which is an integral part of the Master of Public Administration, CBS.

Findings

The structure and processes of Innovative Laboratories incorporate the idea of theoretical perspectives as contingent ways of observing and apply this idea to the way strategic problems are reformulated by the participants and thus to how new strategic solutions become viable.

Originality/value

As such, the laboratories represent a way of innovation, as the most valuable part of the process is not to find a solution but to create a new problem by reformulation. This innovation process is captured by the metaphor of ‘managination’.

Details

Developing Public Managers for a Changing World
Type: Book
ISBN: 978-1-78635-080-0

Keywords

Content available
Article

Tomi Rajala and Petra Kokko

This study examines unexplored horizontal accountability types between public, private and third sector actors within a hybrid organization. The case organization was…

Abstract

Purpose

This study examines unexplored horizontal accountability types between public, private and third sector actors within a hybrid organization. The case organization was applying a novel alliance model to generate service paths for heterogeneous clientele consuming cultural, educational, health and social services. It was first to do so in Finland.

Design/methodology/approach

This research is on a case study that used documents and interviews to examine the design of the horizontal accountability. The descriptive analysis focused on identifying what type of formal accountability system was designed (i.e. who is the account holder, and who is accountable and for what and why).

Findings

An imbalanced accountability system was identified because accountability obligations were unevenly distributed between public, private and third sector actors. The private sector was the most accountable for performance, and the third sector (i.e. voluntary sector) was the least accountable. As account holders, the public, private and third sector actors were judging their conduct as account providers. This created a biased horizontal accountability system. The hybrid's accountability system was dynamic because the contracts made to establish the hybrid included opportunities to change horizontal accountability if future changes to the external environment affect too drastically the potential to achieve the hybrid's goals.

Originality/value

Three new concepts are proposed for studying dysfunctional accountability systems: dynamic, biased and horizontally imbalanced accountability.

Details

Accounting, Auditing & Accountability Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0951-3574

Keywords

Content available
Article

Stefanie Buckner, Calum Mattocks, Melanie Rimmer and Louise Lafortune

The purpose of this paper is to report how an evaluation tool originally developed for Age-Friendly Cities was pilot-tested in the context of the Dementia Friendly…

Abstract

Purpose

The purpose of this paper is to report how an evaluation tool originally developed for Age-Friendly Cities was pilot-tested in the context of the Dementia Friendly Community (DFC) initiative of the city of Sheffield/UK. It presents finding and outputs on which other communities with dementia friendly agendas can draw.

Design/methodology/approach

The original evaluation tool was adapted to a focus on dementia friendliness. Data collection involved scoping conversations, documentary analysis, interviews and group discussions. Following evidence appraisal, Sheffield’s approach to dementia friendliness was assessed. A local steering group was central to the study.

Findings

The evidence indicates areas of strength in Sheffield’s approach to dementia friendliness: involvement of older people; service provision; collaboration; monitoring and evaluation. Scope for improvement was identified around resource allocation, and use of existing guidance on dementia friendliness. Recommendations for policy and practice include enhancing pooling of resources, more detailed recording of resources allocated to dementia-related activity, and collection of evidence on how people affected by dementia have shaped the city’s DFC initiative. Key research outputs are an adaptable logic model and an emerging evaluation framework for DFCs.

Research limitations/implications

The study was a short pilot with limited resources. Its findings and outputs must be considered preliminary.

Originality/value

The findings and outputs provide a basis for further research. The study has suggested key components of an evaluation framework for DFCs. It is informing ongoing work to develop such a framework.

Details

Working with Older People, vol. 22 no. 1
Type: Research Article
ISSN: 1366-3666

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Article

Jan van Helden and Christoph Reichard

The purpose of this paper is to investigate whether and how evolving ideas about management control (MC) emerge in research about public sector performance management (PSPM).

Abstract

Purpose

The purpose of this paper is to investigate whether and how evolving ideas about management control (MC) emerge in research about public sector performance management (PSPM).

Design/methodology/approach

This is a literature review on PSPM research through using a set of key terms derived from a review of recent developments in MC.

Findings

MC research, originating in the management accounting discipline, is largely disconnected from PSPM research as part of public administration and public management disciplines. Overlaps between MC and PSPM research are visible in a cybernetic control approach, control variety and contingency-based reasoning. Both academic communities share an understanding of certain issues, although under diverging labels, especially enabling controls or, in a more general sense, usable performance controls, horizontal controls and control packaging. Specific MC concepts are valuable for future PSPM research, i.e. trust as a complement of performance-based controls in complex settings, and strategy as a variable in contingency-based studies.

Research limitations/implications

Breaking the boundaries between two currently remote research disciplines, on the one hand, might dismantle “would-be” innovations in one of these disciplines, and, on the other hand, may provide a fertile soil for mutual transfer of knowledge. A limitation of the authors’ review of PSPM research is that it may insufficiently cover research published in the public sector accounting journals, which could be an outlet for MC-inspired PSPM research.

Originality/value

The paper unravels the “apparent” and “real” differences between MC and PSPM research, and, in doing so, takes the detected “real” differences as a starting point for discussing in what ways PSPM research can benefit from MC achievements.

Details

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

Keywords

Abstract

Details

Documents on Government and the Economy
Type: Book
ISBN: 978-1-78052-827-4

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