Looking for Better Options

2021 ◽  
pp. 116-136
Author(s):  
Dan Breznitz
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Case Studies ◽  
Institutional Design ◽  
Public Agencies ◽  
Private Industry ◽  
The Public ◽  
Different Types ◽  
Multiple Case ◽  
Multiple Case Studies

But how should a community manage its efforts? Locales seeking to promote innovation-based growth must think carefully not only about the needed actions, but also about the public agencies chosen to lead them. Strikingly, there has been almost no research on how to design and develop innovation agencies. Further, anyone who wants to model innovation agencies on the example of successful organizations could be forgiven for ending in utter confusion. Effective innovation agencies include large, powerful, central organizations as well as small, lightly funded ones. Some innovation agencies have clear technological objectives and manage much of the research themselves, whereas others have delegated these decisions to private sector actors. In short, there is considerable variation, with no clear lessons. The chapter cuts through this fog by demonstrating that the different designs of innovation agencies are similar to the different innovation models needed to excel in different stages of production, and each of which necessitates different set of capabilities. Effective institutional design thus depends on an agency’s mission or the specific type of innovation it seeks to pursue. The chapter distinguishes among four different types of innovation agencies, illustrated by multiple case studies: “directed upgraders,” “productivity facilitators,” “state-led disruptors,” and “transformation enablers.” These categories reflect different choices concerning (i) the level of public sector R&D involvement, (ii) the positioning of the agencies within the public sector, and (iii) the degree of embedding within private industry. Building on these case studies, the chapter discusses the implications for communities as they plan their innovation-based future.

scholarly journals Motivation and Life Satisfaction of Employees in the Public and Private Sectors

2014 ◽  
Vol 10 (3) ◽  
Author(s):  
Julija Peklar ◽  
Eva Boštjančič
Keyword(s):  
Life Satisfaction ◽  
Public Sector ◽  
Private Sector ◽  
Intrinsic Motivation ◽  
Extrinsic Motivation ◽  
Work Motivation ◽  
Public And Private ◽  
The Public ◽  
Gender And Education ◽  
Different Types

Work motivation is the steering of human activity towards a desired objective by means of motives generated internally in a person or in his or her environment, on the basis of his or her needs. The aim of this research was to verify whether the different types of work motivation employees reported in their work were influenced by sector, job, gender and education, and to assess how the different types of motivation are linked to life satisfaction. The research involved the participation of 288 employees – 153 in the private sector and 116 in the public sector (19 did not specify). The results show that among all employees the most distinctly expressed factor is intrinsic motivation. No differences in any type of motivation were observed between sectors; between managers in the public and private sectors there were no statistically significant differences in either extrinsic motivation or intrinsic motivation or in life satisfaction.

Evaluation of Private-Sector Asset Management Practices

2003 ◽  
Vol 1848 (1) ◽  
pp. 29-36 ◽  
Author(s):  
Shaumik Pal ◽  
P. S. Sriraj ◽  
Libby Ogard ◽  
Sue McNeil
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Case Studies ◽  
Asset Management ◽  
Management Practices ◽  
Management Program ◽  
Lessons Learned ◽  
Transportation Industry ◽  
Public And Private ◽  
The Public

The focus of the transportation industry, in both the public and private sectors, has slowly been changing from construction and expansion to that of preservation, as a result of various factors. Private-sector industries have made strides in asset management that could be beneficial to the public sector. Private-sector asset management principles and concepts that would form an integral part of any asset management program employed by state transportation agencies and that are transferable to the public sector, especially state departments of transportation, are identified. An overview of best practices in asset management in the private sector is presented. Thus, lessons learned are identified based on a synthesis of case studies. The analysis has been done by carefully examining asset management practices of seven near-transportation private-sector companies. Included are case studies from two railroads, two airlines, two energy companies, and one railcar leasing company. The case studies highlight the need for communication, tools, and education as well as an information technology foundation from which asset management can be practiced effectively.

scholarly journals Collaborative leadership and place-based development

2021 ◽  
pp. 026909422110325
Author(s):  
Kate Broadhurst ◽  
Jennifer Ferreira ◽  
Nigel Berkeley
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Case Studies ◽  
Spatial Scales ◽  
Collaborative Leadership ◽  
Multiple Stakeholders ◽  
Leadership Practice ◽  
The Public ◽  
Advanced Economies

Place leadership is at a critical juncture. Since the 1990s, it has been taken for granted that for places to prosper, effective partnerships combining the interests of multiple stakeholders are essential. The leadership of place-based partnerships is crucial to their success and has accordingly received increased attention in academic and policy circles, but the notion of place leadership remains an ideological phenomenon founded on numerous case studies with few conclusions that can be generalised across wider spatial scales or beyond advanced economies. This article examines place leadership through examining England’s local enterprise partnerships, in particular looking at the role of the private sector vis-a-vis the public sector. The complexity of these partnerships is explored, and the article argues for the role of collaborative leadership to address that complexity. It contributes a set of guiding principles to guide new ways for place-based working that can better embrace the private sector and engender a more collaborative leadership practice.

Comparison of project portfolio management practices in the public and private sectors in Brazil

2019 ◽  
Vol 13 (7) ◽  
pp. 1405-1422 ◽  
Author(s):  
Paulo Rafael Minetto Maceta ◽  
Fernando Tobal Berssaneti
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Case Studies ◽  
Portfolio Management ◽  
Project Portfolio ◽  
Project Portfolio Management ◽  
Public And Private ◽  
Content Type ◽  
The Public ◽  
Strategic Goals

Purpose Project portfolio management (PPM) is a managerial technique used to seek the strategic goals of organizations improving their performance. The public sector has some characteristics that differ from the private sector, since their management approaches are different. The purpose of this paper is to compare the PPM’s practices and techniques in the public and private sectors. Design/methodology/approach This paper uses the study case methodology through eight case studies that were undertaken in Brazil: four in public and four in private sectors. The field research used semi-structured interviews that were analyzed using the NVivo software. Findings In both sectors, strategic alignment is the goal of PPM, and the same tools are employed. The public sector displays better process documentation and lower risk awareness than the private sector, showing an improvement point for the public sector. The selection and prioritization criteria differ from each sector, showing the difference in the strategic goals of public and private sectors. Research limitations/implications The limitations of this paper are related to the number of organizations studied; however, the case studies represent organizations from different sectors and industries maximizing heterogeneity, but focusing on Brazil. Social implications The prioritization and effective allocation of projects spending in the Brazilian public sector could be improved with the comparison of their current practices with the ones used in private sector, increasing its transparency and cost allocation. Originality/value This study broadens the understanding of PPM in the public sector, which is a gap in the academic literature, comparing its practices with those used in the private sector.

HOW STIGMA FROM THE PUBLIC AND SIGNIFICANT OTHERS AFFECTS SELF-PERCEPTION IN PEOPLE WITH MENTAL ILLNESS IN HONG KONG: A QUALITATIVE STUDY

2016 ◽  
Vol 50 (01n02) ◽  
pp. 3-25
Author(s):  
STEPHEN KA FAI MANN ◽  
BONNIE BO WAH CHONG
Keyword(s):  
Mental Illness ◽  
Hong Kong ◽  
Significant Others ◽  
The Public ◽  
People With Mental Illness ◽  
Different Types ◽  
Multiple Case ◽  
Multiple Case Studies ◽  
Negative Coping ◽  
Depth Interviews

This study aims to explore the interrelationship between different types of stigma experienced by people with mental illness. A multiple case studies approach was adopted, and semi-structured in-depth interviews were conducted with ten Chinese with mental illness in Hong Kong. Thematic analysis of the data revealed that the respondents were stigmatized by the public, their significant others, and themselves. Results suggested that stigma from the public and significant others might have remarkable association with self-stigma among the respondents. Moreover, self-stigma might reinforce the sense of powerlessness and the adoption of negative coping strategies. A self-disruptive vicious cycle of stigma of people with mental illness is proposed and discussed.

scholarly journals Sucesso de Sistemas de Informações na Administração Pública: Proposta de Um Modelo Exploratório

2015 ◽  
Vol 7 (2) ◽  
pp. 94
Author(s):  
Deyvison De Lima Oliveira ◽  
Elíbia Paola da Silva Ferreira ◽  
Alexandre De Freitas Carneiro ◽  
Robinson Francino da Costa ◽  
Wellington Silva Porto
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Success Factors ◽  
Original Model ◽  
Is Success ◽  
The Public ◽  
Successful Model ◽  
Delone And Mclean ◽  
Multiple Case ◽  
Multiple Case Studies

Investments in Information Systems (IS) have been significantly increasing and hence the relevance of the studies on the IS success is persistent. Delone and Mclean (2003) developed an IS successful model which is a benchmark for researches in the area, however, in the perspective of the public sector, studies are still rare. In this research it was sought to propose an exploratory model of successful IS in public administration, from the identification of each construct items of the Delone and McLean (2003) original model, through multiple case studies in three Municipalities and a Town Hall of the Southern Cone of Rondônia state, in Brazil. Based on the empirical research, it was found that the IS success factors in municipal public administration are close to those factors indicated in the reviewed literature, however, showing some particularities of the public sector. A model of successful factors and items of IS, from the confrontation between literature and empirical data, is presented in the end of this work.

Differences Between Public and Private Rehabilitation Services & the Professionals Who Staff Them

1983 ◽  
Vol 14 (2) ◽  
pp. 17-22 ◽  
Author(s):  
Joanne C. Howell
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Vocational Rehabilitation ◽  
Rehabilitation Counseling ◽  
Rehabilitation Services ◽  
Master's Level ◽  
Public Agencies ◽  
Public And Private ◽  
The Public ◽  
Training Opportunities

Historically master's level programs in rehabilitation counseling produced trained graduates, many of whom became employed in state Divisions of Vocational Rehabilitation. In recent years an increased number of these experienced public sector counselors have switched from public to private sector employment which offers better salary incentives, training opportunities, smaller caseloads and a new sense of professional esteem. Some difficulty in job adjustment was reported by the seven counselors interviewed because of the differing philosophies and practices found in private rehabilitation companies. Despite these detriments, the trend away from the public sector is expected to continue as government budgetary cutbacks progress. Public agencies may need to develop and re-emphasize employment incentives to stall the exodus of trained counselors from the public to private sector of rehabilitation.

scholarly journals Competency-Industry Relatedness (C-IR) Framework for Sustained Business Growth in Startups during and beyond Pandemic: Myths and Lessons from Publicly Funded Innovative Startups

2021 ◽  
Vol 13 (9) ◽  
pp. 4632
Author(s):  
Varun Gupta ◽  
Luis Rubalcaba
Keyword(s):  
Case Studies ◽  
Business Environment ◽  
Learning Curves ◽  
The European Union ◽  
Business Growth ◽  
Product Lines ◽  
Business Decisions ◽  
Multiple Case ◽  
Multiple Case Studies ◽  
Industry Relatedness

Context: The coronavirus disease 2019 (COVID-19) pandemic led to a turbulent business environment, resulting in market uncertainties, frustrations, and rumors. Wrongly held beliefs—or myths—can hinder startups from turning new market opportunities into their favor (for example, by failing at diversification decisions) or undertaking wrong business decisions, e.g., diversifying in industries that have products of no real market value). Objectives: The objective of the paper is to identify the beliefs that drive the business decisions of startups in a pandemic and to isolate those beliefs that are merely myths. Further, this paper proposes strategic guidelines in the form of a framework to help startups make sound decisions that can lead to market success. Method: The two-step research method involved multiple case studies with five startups based in India, France, Italy, and Switzerland, to identify perceptual beliefs that drove strategic business decisions, followed by a case study of 36 COVID-19-solution focused startups, funded by the European Union (EU). The findings were validated through a survey that involved 102 entrepreneurs. The comparative analysis of two multiple case studies helped identify beliefs that were merely “myths”; myths that drove irrational strategic decisions, resulting in business failures. Results: The results indicate that startups make decisions in pandemic situations that are driven by seven myths, pertaining to human, intellectual, and financial resources. The decision on whether to diversify or continue in the same business operation can be divided into four strategic options of the Competency-Industry Relatedness (C-IR) framework: ignore, delay, phase-in, and diversify. Diversification in the same (or different industry) is less risky for startups if they have the skills, as needed, to diversify in related industries. Diversification in related industries helps startups leverage their experiences and learning curves (those associated with existing product lines) to adapt their existing products in new markets, or utilize their technologies to solve new problems via new products. The desired outcome for these startups should be sustainable business growth—to meet sustainability goals by contributing to the society and the economy. Conclusion: The C-IR framework is a strategic guide for startups to make business decisions based on internal factors, rather than myths. Accurately assessing skill diversity and the nature of new industries (or markets) will help startups leverage their existing resources optimally, without the need for (pricey) external funding. This will foster sustained business growth resulting in a nation economic development. Knowledge transfer from the Innovation ecosystem will further strengthen the C-IR framework effectiveness.

Mobility as a Service Operating Model to Enable Public Policy

2021 ◽  
pp. 036119812110266
Author(s):  
Christina Joy Ditmore ◽  
Angela K. Miller
Keyword(s):  
Public Policy ◽  
Public Sector ◽  
Environmental Impact ◽  
Private Sector ◽  
Public Good ◽  
Business Model ◽  
Operating Model ◽  
The Public ◽  
Equity And Access ◽  
Policy Goals

Mobility as a Service (MaaS) is the concept through which travelers plan, book, and pay for public or private transport on a single platform using either a service or subscription-based model. Observations of current projects identified two distinct approaches to enabling MaaS: the private-sector approach defined as a “business model,” and the public sector approach that manifests as an “operating model.” The distinction between these models is significant. MaaS provides a unique opportunity for the public sector to set and achieve public policy goals by leveraging emerging technologies in favor of the public good. Common policy goals that relate to transportation include equity and access considerations, environmental impact, congestion mitigation, and so forth. Strategies to address these policy goals include behavioral incentivization and infrastructure reallocation. This study substantiates two models for implementing MaaS and expanding on the public sector approach, to enable policy in favor of the public good.

Relationship between CSR motivations and corporate social performance: a study in the power industry in India

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Moumita Acharyya ◽  
Tanuja Agarwala
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Power Sector ◽  
Public And Private ◽  
Content Type ◽  
The Public ◽  
Self Interest ◽  
Public And Private Sector

PurposeThe paper aims to understand the different motivations / reasons for engaging in CSR initiatives by the organizations. In addition, the study also examines the relationship between CSR motivations and corporate social performance (CSP).Design/methodology/approachThe data were collected from two power sector organizations: one was a private sector firm and the other was a public sector firm. A comparative analysis of the variables with respect to private and public sector organizations was conducted. A questionnaire survey was administered among 370 employees working in the power sector, with 199 executives from public sector and 171 from private sector.Findings“Philanthropic” motivation emerged as the most dominant CSR motivation among both the public and private sector firms. The private sector firm was found to be significantly higher with respect to “philanthropic”, “enlightened self-interest” and “normative” CSR motivations when compared with the public sector firms. Findings suggest that public and private sector firms differed significantly on four CSR motivations, namely, “philanthropic”, “enlightened self-interest”, “normative” and “coercive”. The CSP score was significantly different among the two power sector firms of public and private sectors. The private sector firm had a higher CSP level than the public sector undertaking.Research limitations/implicationsFurther studies in the domain need to address differences in CSR motivations and CSP across other sectors to understand the role of industry characteristics in influencing social development targets of organizations. Research also needs to focus on demonstrating the relationship between CSP and financial performance of the firms. Further, the HR outcomes of CSR initiatives and measurement of CSP indicators, such as attracting and retaining talent, employee commitment and organizational climate factors, need to be assessed.Originality/valueThe social issues are now directly linked with the business model to ensure consistency and community development. The results reveal a need for “enlightened self-interest” which is the second dominant CSR motivation among the organizations. The study makes a novel contribution by determining that competitive and coercive motivations are not functional as part of organizational CSR strategy. CSR can never be forced as the very idea is to do social good. Eventually, the CSR approach demands a commitment from within. The organizations need to emphasize more voluntary engagement of employees and go beyond statutory requirements for realizing the true CSR benefits.

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