The ‘post-bureaucratic’ public sector organization. New organizational forms and HRM in ten UK public sector organizations

2007 ◽  
Vol 18 (9) ◽  
pp. 1575-1588 ◽  
Author(s):  
Jonathan Morris ◽  
Catherine Farrell
Keyword(s):  
Public Sector ◽  
Organizational Forms ◽  
Public Sector Organization ◽  
New Organizational Forms ◽  
Public Sector Organizations

scholarly journals Risk Perception, Accounting, and Resilience in Public Sector Organizations: A Case Study Analysis

2020 ◽  
Vol 14 (1) ◽  
pp. 4
Author(s):  
Mouhcine Tallaki ◽  
Enrico Bracci
Keyword(s):  
Risk Perception ◽  
Public Sector ◽  
Budget Cuts ◽  
Case Study Analysis ◽  
Public Sector Organization ◽  
Building Resilience ◽  
Public Sector Organizations ◽  
The Face ◽  
Infrastructure Maintenance

There are various factors that can affect an organization’s ability to overcome a crisis and the uncertainties that arise thereafter. Little is known about the process of organizational resilience and the factors that can help or prevent it. In this paper, we analyzed how public sector organizations build resilience/traits of risks awareness, and in doing that, we derived some elements that could affect the process of resilience. In particular, drawing on the conceptual framework proposed by Mallak we analyzed an in-depth case study in a public sector organization (PSO) identifying some contextual dimensions implicated in the process of building resilience. In our analysis, we identified two main elements that affect resilience: Risk perception and the use of accounting. Results shown how risk perception is perceived as a trigger, while accounting is considered as an enforcer in the process of building resilience capacity. The results also show the way accounting is implicated in the management of austerity programs and supporting the creation of a resilient public sector organization. In our case, the risk has become an opportunity for change. In the face of these budget cuts, management began refocusing the company’s mission from infrastructure maintenance to providing services with a market-based logic.

Knowledge Management Dynamics and Public Sector Organization Development

2019 ◽  
pp. 55-71 ◽  
Author(s):  
Neeta Baporikar
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Organization Development ◽  
Theory Approach ◽  
Public Sector Organization ◽  
The People ◽  
Public Sector Organizations ◽  
Efficiency And Effectiveness ◽  
Integral Role ◽  
Grounded Theory Approach

In general, organizations should identify the skills, expertise, creativity, and motivation of the people if they have to become more competitive and enhance their performance. This is all the more crucial for public sector organizations. Knowledge therein plays a critical and integral role in being productive and innovative. But, unfortunately, public sector organizations don't recognize and take advantage of the dynamics of knowledge management for developing. Implying expertise and skills of the people in the form of knowledge which they possess is ignored or at best used sporadically. Adopting a grounded theory approach and in-depth literature review, the aim of this chapter is to critically appraise public sector organization development through knowledge management dynamics. The focus is on this neglected area because in this competitive era, public sector organizations' success depends not only on the basis of efficiency and effectiveness but also on how they identify, gather, manage, integrate, share and disseminate relevant knowledge to their human capital to bring innovation.

Telework in Public Sector Organizations: The Slovak National Library

2016 ◽  
Vol 14 (2-3) ◽  
Author(s):  
Mária Murray Svidroňová ◽  
Beáta Mikušová Meričková ◽  
Juraj Nemec
Keyword(s):  
Public Sector ◽  
Work Organization ◽  
Vital Role ◽  
Information And Communications Technologies ◽  
Institutional Dynamics ◽  
Public Sector Organization ◽  
The Social ◽  
Communications Technologies ◽  
Public Sector Organizations ◽  
Original Survey

Reforms of government and public administration combined with use of information and communications technologies (ICT) have brought many innovations in public sector, including telework as a form of organizing and performing work out of the employers´ premises. This structural change in work organization aims at increasing efficiency and in some cases, economy, too. The authors used qualitative and quantitative approach based on original survey data from own research, including data collected within the LIPSE project. Main findings point out the factors that influence the use of telework in the conditions of Slovakia in a selected public sector organization, e.g. the social, technological and inter-institutional dynamics factors playing a vital role in telework adoption.

The Wonderland of Public Administration Reforms

1989 ◽  
Vol 10 (4) ◽  
pp. 531-548 ◽  
Author(s):  
Barbara Czarniawska-Joerges
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Organizational Forms ◽  
Organizational Life ◽  
The Public ◽  
Public Sector Organizations

The students of public sector organizations are often surprised by the phenomenon of repetitive, costly and inconclusive reforms, which seem to be an unavoidable part of the public sector landscape. One possible reaction to it is to make a rationalistic critique and then to issue recommendations for improvement. An alternative is to look for a different perspective in analyzing functions of reform. A study of Sub-municipal Committee reform in Swedish municipalities is analyzed in terms of a symbolic accomplishment. In the light of the results, it is somewhat doubtful whether so-called reforms change organizational forms, but they do help to re-shuffle power, achieve a renewed legitimacy, re-socialize organization members and, in general, introduce variety into routines of organizational life.

scholarly journals Multidimensional public sector organizations' digital maturity model

2021 ◽  
pp. 27-40
Author(s):  
Tomasz KAFEL ◽  
Angelika WODECKA-HYJEK ◽  
Rafał KUSA
Keyword(s):  
Public Sector ◽  
Future Development ◽  
Digital Technologies ◽  
Maturity Model ◽  
Moderate Degree ◽  
Public Sector Organization ◽  
Proposed Model ◽  
Public Sector Organizations ◽  
Digital Competencies ◽  
Six Dimensions

The aim of this study is twofold. First, this study develops a model of an organization's digital maturity that is adjusted to public sector organization. Second, based on the proposed model, digital maturity of several types of public sector organizations is diagnosed. The proposed model includes six dimensions, namely, digitalization-focused management, openness to stakeholders' (partners') needs, digital competencies of employees, digitalization of processes, digital technologies, and e-innovativeness. This model was tested on a sample of 136 public sector organizations operating in Malopolska Region in Poland. The results indicate that, among the six dimensions of digital maturity, the use of digital technologies and digitalization-focused management scored the highest (equivalent to a high and moderate degree of digital maturity). Employees’ digital competencies also represent a moderate level of digital maturity (but still significantly lower). The remaining dimensions, namely, e-innovativeness, digitalization of processes, and openness to stakeholders’ needs, represent a low level of digital maturity. The results show that the examined types of public sector organizations differ in terms of digital maturity. The observed characteristics regarding digital maturity are sufficient to indicate the direction of future development for each type of organization. The proposed model can be used for the diagnosis of digital maturity on the level of a single organization as well.

scholarly journals Corporate Branding Organisasi Sektor Publik: Studi pada Technology Business Incubation Center Puspiptek

2020 ◽  
Vol 19 (3) ◽  
pp. 290-307
Author(s):  
Shiddiq Sugiono ◽  
◽  
Maria Puspitasari ◽  
Keyword(s):  
Public Sector ◽  
Corporate Branding ◽  
Descriptive Analysis ◽  
Budget Management ◽  
Business Incubation ◽  
Communication Climate ◽  
Positive Communication ◽  
Public Sector Organization ◽  
Public Sector Organizations ◽  
Provision Of Services

Abstract. Technology Business Incubation Center (TBIC) Puspiptek is a public sector organization that provides business incubation services to startup companies. Communicating the identity of the organization to stakeholders is one effort that can be done to build its own appeal compared to other organizations. This study aims to provide an overview and evaluate the TBIC Puspiptek corporate branding activities through alignment of the vision-culture-image (VCI) model. The method used in this research is descriptive analysis with a qualitative approach, while the research data were obtained through interviews with TBIC management and documentation studies. The results of the study mentioned that TBIC Puspiptek has tried to harmonize its goals, culture and image even though there are still gaps between these components. TBIC has sought to harmonize its identity through the provision of services that foster a spirit of technopreneurship, build a positive communication climate and build good budget management. As for the gaps that arise due to less intense communication with stakeholders, the culture of public sector organizations that are less suited to the private sector as well as the irrelevance of the competencies of incubator managers. The conclusion that can be drawn is that public sector organizations involved in business competition need to do corporate branding in order to have their own appeal compared to other organizations. This research also provides various implications, one of which is to transform the Puspiptek culture as a learning organization. Keywords: Corporate branding, public sector organizations, business incubator, identity, VCI model

scholarly journals THE DEVELOPMENT OF ANTI‐CORRUPTION ENVIRONMENT IN LITHUANIAN PUBLIC SECTOR: BEST PRACTICE AND EXPERIENCE

2020 ◽  
pp. 92-115
Author(s):  
Raimundas Kalesnykas
Keyword(s):  
Public Sector ◽  
Best Practice ◽  
Good Governance ◽  
Conflicts Of Interest ◽  
Active Role ◽  
Added Value ◽  
Problem Analysis ◽  
The Public ◽  
Public Sector Organization ◽  
Public Sector Organizations

The article analyses the preconditions for the establishment of an anti-corruption environment in the public sector organization and demonstrates Lithuania's best practices in this area. Corruption as a multi - structured global phenomenon undermines good governance, public trust in public sector organizations and causes serious damage to the functioning of those organizations. One of the essential aspiration of the Lithuanian Government is to reduce the extent of corruption, increase transparency, fairness and openness in the public sector. Research focus on justification the hypothesis, that the public sector organizations must play an active role in the field of combating corruption, creating an unfavourable environment for corruption prevail. The purpose of the research is to show the added value for the development of anti-corruption environment in the public sector as one of the effective tool minimizing the extent of corruption. Research results shows that legislation alone is not sufficient to solve corruption problem. Public sector organizations usually do not have effective anti-corruption tools to prevent and manage various forms of corruption (bribery, nepotism, conflicts of interest, etc.). By conveying best practice, the author presented a new initiative of Lithuanian public sector organizations to develop anti-corruption environment aimed at minimizing the likelihood of manifestation of corruption. Logical and comparative analysis, document analysis, problem analysis and systematic approach research methods are used analyzing issues related with the boosting effectiveness of combating corruption in the public sector. The author's position and concludes, that the development of an anti-corruption environment should become a strategic priority of the public sector organization, which requires the establishment of an effective management system of corruption prevention and the commitment shown by top management to ensure its functioning in a realistic rather than formal way.

scholarly journals Hybrid organizational forms in public sector’s digital transformation: a technology enactment approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Benjamin Faro ◽  
Babak Abedin ◽  
Dilek Cetindamar
Keyword(s):  
Public Sector ◽  
Information Management ◽  
Organizational Form ◽  
Digital Transformation ◽  
Organizational Forms ◽  
Enterprise Information ◽  
Content Type ◽  
Public Sector Organizations ◽  
Technology Enactment ◽  
Different Levels

PurposeThe purpose of this paper is to examine how public sector organizations become nimbler while retaining their resilience during digital transformation.Design/methodology/approachThe study adopts a hermeneutic approach in conducting deep expert interviews with 22 senior executives and managers of multiple organizations. The method blends theory and expert views to study digital transformation in the context of enterprise information management.FindingsDrawing on technology enactment framework (TEF), this research poses that organizational form is critical in the enactment of technologies in digital transformation. By extending the TEF, the authors claim that organizations are not in pure bureaucratic or network organizational form during digital transformation; instead, they need a hybrid combination in order to support competing strategic needs for nimbleness and resilience simultaneously. The four hybrid organizational forms presented in this model (4R) allow for networks and bureaucracy to coexist, though at different levels depending on the level of resiliency and nimbleness required at each point in the continuous digital transformation journey.Research limitations/implicationsThe main theoretical contribution of this research is to extend the TEF to illustrate that the need for coexistence of nimbleness with stability in a digital transformation results in a hybrid of networks and bureaucratic organization forms. This research aims to guide public sector organizations' digital transformation with extended the TEF as a tool for building the required organizational forms to influence the technology enactment to best meet their strategic needs in the digital era.Practical implicationsThe results from expert interviews point to the fact that the hybrid organizational forms create a multi-modal organization, extending the understanding of enterprise information management. Depending on the department or business needs, a hybrid organizational form mode would be dominant. This dominance creates a paradox in organizations to handle both resilience and nimbleness. Therefore, the 4R model is provided as a guide to public sector managers and consultants to guide strutting their organization for digital transformation.Originality/valueThe model (4R), the extended TEF, shows that organizations still work towards networks and bureaucracy; however, they are not two distinct concepts anymore; they coexist at different levels in hybrid forms depending on the needs of the organization.

INNOVATIVE METHODS OF KNOWLEDGE SHARING IN PUBLIC SECTOR ORGANIZATIONS

2018 ◽  
Vol 19 (1) ◽  
pp. 91-106
Author(s):  
Izabela Michalik
Keyword(s):  
Public Sector ◽  
Knowledge Sharing ◽  
Technological Progress ◽  
The Public ◽  
Public Sector Organization ◽  
Innovative Methods ◽  
Public Sector Organizations ◽  
The Subject ◽  
Creative Problem ◽  
Characteristic Features

The public sector organizations are the subject of the continuous development, which includes introduction of innovative changes. They are based on creative problem solving, applying new solutions and methods of operations, so on learning and creating knew knowledge. In the public sector organization knowledge is one of the most important resources and it has the key significance for the position of an organization, so innovative practice, connected with knowledge sharing, are particularly essential. Technological progress contributes the increased knowledge, gained in organizations, and knowledge sharing builds the identity of the organization and workers’ loyalty, what leads to the reaching the effect, which brings benefits to the whole organization. The aim of this article is a presentation of the characteristic features of knowledge, together with strategies of its codification and personalization, the review of innovative methods of knowledge sharing in the public organizations, as well as the indicate the effects of innovative knowledge sharing.

Public Sector Performance Appraisal Effectiveness: A Case Study

1996 ◽  
Vol 25 (2) ◽  
pp. 151-164 ◽  
Author(s):  
Clinton O. Longenecker ◽  
Nick Nykodym
Keyword(s):  
Public Sector ◽  
Performance Appraisal ◽  
Appraisal System ◽  
Appraisal Process ◽  
Public Sector Organization ◽  
Public Sector Organizations ◽  
Performance Appraisal System ◽  
Sector Performance ◽  
The U.S

Performance appraisal usage is expanding in public sector organizations across the U.S. Organizations employ the formal appraisal process with the belief that it provides them with a host of potential human resource benefits. In this study, 254 members of a large public sector organization were surveyed to assess the degree to which the organization's formal performance appraisal system was perceived as being effective in serving functions typically associated with the appraisal process. In addition, differences in manager/subordinate perceptions were analyzed and suggestions for improving the appraisal process were solicited. This research demonstrates that a properly developed appraisal process can serve both managers and subordinates in a number of important areas. At the same time, several critical functions of the appraisal process were found to be less than effective. A discussion of the implications of these findings to both academics and practitioners is included.

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