Sharing knowledge in the public sector: two case studies

2008 ◽  
Vol 6 (2) ◽  
pp. 105-111 ◽  
Author(s):  
G Anthony Gorry
Keyword(s):  
Public Sector ◽  
Case Studies ◽  
The Public

The Practical Challenges of Implementing Algorithmic Regulation for Public Services

2019 ◽  
pp. 150-177
Author(s):  
Alex Griffiths
Keyword(s):  
Higher Education ◽  
Risk Assessment ◽  
Health Care ◽  
Public Sector ◽  
Case Studies ◽  
Risk Prediction ◽  
Public Services ◽  
The Public ◽  
Regulatory Domains ◽  
Limited Effectiveness

This chapter focuses on one particularly salient application of algorithmic regulation in the public sector—for the purposes of risk assessment to inform decisions about the allocation of enforcement resources, focusing on their accuracy and effectiveness in risk prediction. Drawing on two UK case studies in health care and higher education, it highlights the limited effectiveness of algorithmic regulation in these contexts, drawing attention to the pre-requisites for algorithmic regulation to fully play to its predictive strengths. In so doing, it warns against any premature application of algorithmic regulation to ever-more regulatory domains, serving as a sober reminder that delivering on the claimed promises of algorithmic regulation is anything but simple, straightforward or ‘seamless’.

scholarly journals The state of heritage and cultural property policing in England & Wales, France and Italy

2018 ◽  
Vol 17 (4) ◽  
pp. 441-460 ◽  
Author(s):  
John Kerr
Keyword(s):  
Public Sector ◽  
Case Studies ◽  
Empirical Research ◽  
21St Century ◽  
Cultural Knowledge ◽  
The State ◽  
Cultural Property ◽  
The Public ◽  
The World ◽  
Cultural Economies

Presenting a large threat to irreplaceable heritage, property, cultural knowledge and cultural economies across the world, heritage and cultural property crimes offer case studies through which to consider the challenges, choices and practices that shape 21st-century policing. This article uses empirical research conducted in England & Wales, France and Italy to examine heritage and cultural property policing. It considers the threat before investigating three crucial questions. First, who is involved in this policing? Second, how are they involved in this policing? Third, why are they involved? This last question is the most important and is central to the article as it examines why, in an era of severe economic challenges for the governments in the case studies, the public sector would choose to lead policing.

scholarly journals The Whole Lifecycle Management Efficiency of the Public Sector in PPP Infrastructure Projects

2020 ◽  
Vol 12 (7) ◽  
pp. 3049 ◽  
Author(s):  
Nannan Wang ◽  
Minxun Ma ◽  
Yunfei Liu
Keyword(s):  
Public Sector ◽  
Case Studies ◽  
Central Government ◽  
Evaluation Framework ◽  
Infrastructure Projects ◽  
The Public ◽  
Management Efficiency ◽  
Quantitative Calculation ◽  
Lifecycle Management

The management role of the public sector in public–private partnership PPP infrastructure projects has been extensively expanded to the whole lifecycle rather than in the traditional infrastructure projects. The performance of the public sector in a PPP is the key for the PPP to achieve sustainability; however, there is a lack of research on the whole lifecycle management efficiency of the public sector in a PPP. This research aims to examine the governance role of the public sector in PPP projects, and therefore evaluate their whole lifecycle management efficiency. An evaluation framework is developed through the lens of governmentality to evaluate the performance of the public sector. Multiple case studies on PPP infrastructure projects in China have identified loopholes during the whole lifecycle of a PPP at the local governmental level. On the basis of the findings of case studies, a conceptual model is proposed to demonstrate ways for the public sector to improve efficiency through integrated governance of PPP projects. The research findings benefit both the central government in terms of evaluation and decision making and the local government by improving their efficiency in PPP infrastructure projects for the purpose of achieving sustainability. According to the findings, policy strategies are provided for the central government on how to further regulate the PPP market and address the loopholes, including further standardizing regulations and instruction, providing unified quantitative calculation or measurement tools, training, and education for the public sector to integrate whole lifecycle project management, and quality control of consultancy for the PPP infrastructure projects.

Open Social Innovation

2020 ◽  
pp. 271-286
Author(s):  
Amaya Erro-Garcés ◽  
Maria Elena Aramendía-Muneta
Keyword(s):  
Public Sector ◽  
Case Studies ◽  
Open Innovation ◽  
Public Reason ◽  
Social Innovation ◽  
Preliminary Test ◽  
Public And Private ◽  
The Public

Three public European case studies are presented as an evaluation of a preliminary test of an adapted questionnaire to measure open social innovation. Findings include the differences and similarities between public and private performance. Public practitioners integrate these experiences later than private. The reasons for engaging in open innovation are different: whereas improving citizens´ relationships is the major public reason, creating partnerships is the private driver. Finally, technologies help open innovation in both public and private cases. Furthermore, it may be concluded that there is a lack of open social innovation professionals that leads to a barrier in the development of these policies in the public sector.

Crisis as change strategy in public organizations

2008 ◽  
Vol 74 (1) ◽  
pp. 65-77 ◽  
Author(s):  
Claude Rochet ◽  
Olivier Keramidas ◽  
Lugdivine Bout
Keyword(s):  
Organizational Change ◽  
Performance Evaluation ◽  
Public Sector ◽  
Case Studies ◽  
Public Organizations ◽  
Change Strategies ◽  
Change Strategy ◽  
The Public ◽  
The Common ◽  
Common Vision

According to the common vision, the public sector is strongly change-resistant. Is this justified? In this research, we adopt the Northian distinction between institutions and organizations by focusing on the latter and their capability for change. We try to identify the strategically most effective lever to operate an organizational change in the public sector. We first review the literature on change strategies and their setting in the context of public organizations. Then, we synthesize the conclusions of four case studies around a question: `Is building public organizations capable of co-evolution with their environment feasible?' We will present some strategies of evolution for public organizations, in response to a state of crisis, constituting a vector of organizational change. We conclude on the interest of considering crisis as a vector of organizational change in public organizations. Points for practitioners The public sector is commonly said to be change-resistant. Through case studies we prove this opinion to be false and that change aptitudes are identical to other organizations. We emphasize crises that provide particular opportunities that allow us to offset the absence of performance evaluation and the lack of feedback from the market, and we underline possible change strategies.

scholarly journals Enterprise Architecture Implementation Is a Bumpy Ride: A Case Study in the Norwegian Public Sector

2019 ◽  
Vol 17 (2) ◽  
Author(s):  
Anne Kristin S. Ajer ◽  
Dag Håkon Olsen
Keyword(s):  
Higher Education ◽  
Public Sector ◽  
Case Studies ◽  
Enterprise Architecture ◽  
Lessons Learned ◽  
Governance Mechanisms ◽  
The Public ◽  
External Consultants

Enterprise architecture (EA) is a widespread approach for the development of new digital solutions in a planned and controlled way for large and complex organisations. EA is also viewed as a prerequisite for the digitalisation of the public sector. However, public sector organisations struggle to implement EA programmes, and research has demonstrated that organisational and managerial issues are critical obstacles to EA implementation. This study aims to increase our understanding of EA implementation in the public sector by investigating the central challenges for EA initiatives and to trace the progress of current EA initiatives in the Norwegian public sector. An additional goal is to disclose some ways to improve the situation. We conducted three interpretive case studies in the hospital, higher education, and labour and welfare sectors. We have identified 28 challenges to the EA initiatives. We find that organisational and technical complexities, as well as a limited understanding of EA and lack of formal EA governance mechanisms, are significant obstacles. Among others, the lack of understanding of EA and its methodology will lead to problems with anchoring the EA approach in the organisation and facilitating the necessary EA arrangements to induce the promised benefits of EA, which are necessary requirements to establish the EA initiative’s legitimacy and foster the organisation’s willingness to implement change. Our study provides four lessons learned for planning and implementing EA initiatives, as follows: #1. It is advisable to take small steps. #2. The use of external consultants should be carefully considered. #3. Formal architectural governance mechanisms are important for legitimacy and enforced use. #4. Executive commitment and understanding of EA are crucial for achieving a sustainable EA initiative. Finally, we find a common evolution of the EA initiatives through the phases of optimism, resistance, decline and finally, reconsolidation of the most persistent ones.

scholarly journals Public sector, open innovation, and collaborative governance in lockdown times. A research of Spanish cases during the COVID-19 crisis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
J. Ignacio Criado ◽  
Ariana Guevara-Gómez
Keyword(s):  
Public Sector ◽  
Case Studies ◽  
Open Innovation ◽  
Collaborative Governance ◽  
Social Implications ◽  
Content Type ◽  
The Public ◽  
Public Managers ◽  
Key Features ◽  
Governance Processes

Purpose This paper aims to study the results of open innovation initiatives in Spain under the lockdown during the first stages of the COVID-19 crisis. Based on the most recent literature on open innovation in the public sector, this paper explores the following research questions, namely, what are the key features of collaborative governance processes that guided open innovation initiatives in the Spanish public sector during the COVID-19 crises? How open public innovation cases generated public value to the society during the COVID-19 crises in Spain? Design/methodology/approach The study is based on two in-depth case studies of open innovation in the public sector: the collaborative platform Frena la Curva and the hackathon Vence al Virus, both launched during the first moments of the COVID-19 crisis. The methodology is based on 13 semi-structured interviews, content observation and documentary analysis. The data were interpreted according to the dimensions described in the analytical framework: descriptive dimensions of both initiatives but also their degree of elaboration, incentives and objectives, characteristics of governance and collaboration between actors and challenges for the accountability processes; and finally, their procedural legitimacy, considering the COVID-19 crisis context. Findings The results of the study show that citizens have played a key role during the hardest stage of the crisis, collaborating with governments and advancing their innovative capabilities, mostly in the digital sphere. The analysis also identified different outcomes, including the improvement of citizen’s involvement, deliberation practices or network building. Besides, this paper has identified some limitations and barriers to open innovation and collaborative governance processes in terms of accountability and legitimacy of these initiatives. Here, their contribution was constrained by the emerging stage of implementation and by the unique circumstances of the lockdown under the COVID-19 crisis. Research limitations/implications Future advancements of open innovation initiatives to consolidate collaborative governance processes will need further exploration. Although this paper diversified the contacts and the data collection in the fieldwork to avoid social biases, the results of the interviews might reflect very positive outcomes. Despite the case studies that took place during the COVID-19 crisis and their planned actions to maintain their existence, the post-crisis analysis will be needed to assess the impact of these open innovation cases in collaborative governance structures. Practical implications Open innovation is an emerging narrative and practice in the public sector requiring time and energy from public officials and managers. The study also highlighted the problem of how to legitimate open innovation cases in the public sector and the implications for their institutionalization. Public managers involved in these types of initiatives need to keep the momentum both inside and outside their organizations. Regarding the utilization of information and communications technologies (ICTs), open innovation processes do not need technology to develop their full potential, whereas the COVID-19 crisis and the ongoing digitalization of work settings, accessibility, etc., could transform ICTs into a critical tool for public managers leading innovation initiatives within their organizations. Social implications The social implications of this paper are manifold. This study provides evidence of one of the future avenues of public management: open innovation. New avenues for the involvement and collaboration of citizens with public authorities are another social implication pinpointed by this paper. Democratic legitimacy and procedural accountability are assessed using the open innovation case studies during the COVID-19 crisis. Finally, transforming governments using collaborative platforms deserves social oversight understanding if they really contribute to build trust in political institutions. Originality/value Despite their differences, both Frena la Curva and Vence al Virus demonstrated the potential and limitations of public innovation and collaborative governance to cope with an unprecedented crisis such as the COVID-19. The special features of this emergency, including the long period of confinement, posed challenges and also opportunities to develop these initiatives: as several interviewees stated, these projects helped to channel the civic energy to co-produce solutions in collaboration with a wide range of actors. Data allow us to identify the key features of collaborative governance that guided open innovation initiatives in the Spanish public sector during the COVID-19 crisis.

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