Measuring capacity to perform across local government services – managers' perceptions

2014 ◽  
Vol 27 (1) ◽  
pp. 26-38 ◽  
Author(s):  
Lisa Björk ◽  
Stefan Szücs ◽  
Annika Härenstam
Keyword(s):  
Local Government ◽  
Public Management ◽  
Design Methodology ◽  
Organizational Capacity ◽  
Organizational Structures ◽  
Service Performance ◽  
Content Type ◽  
Capacity Measure ◽  
Performance Results ◽  
Practical Implications

Purpose – This study aims at developing a measure that can be used to evaluate organizational capacity to perform across local government jurisdictions, using operational managers' own assessments. Design/methodology/approach – The “management matters” literature that links organizational capacity to service performance is far from reaching any consensus on how to operationalize organizational capacity. In this study, over 400 operational managers were asked, at two different time points and in thirty different local government departments, about what opportunities they have to fulfill their responsibilities and about their perceptions of service performance. The data are factor analyzed, and the proportion of higher level variance of the resulting capacity measure is explored. Findings – Organizational capacity to perform represents a consistent measure that covers essential aspects of the managerial assignment and is empirically distinct, yet positively related to the managers' perceptions of service performance. Results further show that up to 12 percent of the variance in organizational capacity to perform can be attributed to the organization in which managers work. Practical implications – A service-neutral measure of organizational capacity to perform should be useful to strategic managers in organizations as guidance for resource allocation, and for the design of solid organizational structures and support systems for operational managers. Originality/value – Recent public management research indicates that rationalistic management models are often inadequately grounded in the day-to-day practices of operative managerial work. The construct of organizational capacity to perform presented in this study could be a valuable instrument that can bridge this strategic-operational disconnect and provide an insider perspective of the organizational prerequisites that underpin any public service achievement.

Exaptation in management: beyond technological innovations

2019 ◽  
Vol 31 (1) ◽  
pp. 64-91
Author(s):  
José Osvaldo De Sordi ◽  
Reed Elliot Nelson ◽  
Manuel Meireles ◽  
Marcos Hashimoto ◽  
Carlos Rigato
Keyword(s):  
Tacit Knowledge ◽  
Design Methodology ◽  
Organizational Structures ◽  
Business Environment ◽  
Organizational Characteristics ◽  
Review Of The Literature ◽  
Economic Implications ◽  
Content Type ◽  
Data Process ◽  
Practical Implications

Purpose Although exaptation is recognized as a means of creation capable of generating significant economic implications for organizations, this mechanism has not been explored in depth in the field of management, where it remains restricted to innovation and product research and development. With this limitation in mind, this study aims to explore and discuss exaptation along with other entities that are more greatly concerned with the interests of and direct contact with practitioners and academics in the field of management, such as processes, data, tacit knowledge and skills. Design/methodology/approach For the purposes of this study, a comprehensive review of the literature on exaptation was conducted, and 46 entrepreneurs from companies of different sizes and segments were interviewed. Findings The results of the review of the literature and interviews with entrepreneurs helped to identify and describe 13 cases of exaptation associated with nine different kinds of organizational entities. For four of these entities, which are closely associated with management, the restrictions of the business environment regarding the exaptation of these entities are discussed, together with the more favorable organizational structures for their occurrence. Practical implications This paper discusses the exaptation to the four types of entity closely linked with management: tacit knowledge, data, process and skill. For each one of these entities the following is discussed: the organizational characteristics that hinder the exaptation of the entity in question and the managerial actions that could alter these characteristics and facilitate the occurrence of the exaptation mechanism with the entity in question. Originality/value This process led to the development of an algorithm for analyzing the exaptation mechanism and the adaptation of the attributes associated with the agent-artifact[entity]-context tripartite to describe and analyze exaptation event, including another attribute: the type of entity.

Expanding the coaching conversation: group and team coaching

2015 ◽  
Vol 47 (3) ◽  
pp. 116-120 ◽  
Author(s):  
Jennifer Jane Britton
Keyword(s):  
Design Methodology ◽  
Organizational Capacity ◽  
Content Type ◽  
Group Coaching ◽  
Team Coaching ◽  
Coaching Conversation ◽  
Practical Implications

Purpose – The purpose of this paper is to explore the expansion of the coaching context in organizations through team and group coaching. The paper provides definitions and several examples of what these engagements look like, along with key considerations when expanding the coaching conversation. Design/methodology/approach – The paper is based on research undertaken during the writing of two books on group and team coaching, including more than two dozen interviews with team and group coaches. Findings – Group and Team Coaching are two modalities for expanding the coaching conversation in organizations. They provide opportunities to scale coaching, build organizational capacity and reduce the silos. Practical implications – The paper provides examples of what team and group coaching can look like in action, informing coaches, leaders and other practitioners as they approach expanding the coaching conversation. Originality/value – Group and team coaching are emerging sub-disciplines of the coaching profession. This paper will stimulate dialogue regarding how these modalities can be leveraged within organizations, and differences with related fields.

How to increase organizational capacity to innovate

2019 ◽  
Vol 35 (6) ◽  
pp. 30-32
Keyword(s):  
Leadership Style ◽  
Organizational Support ◽  
Design Methodology ◽  
Organizational Capacity ◽  
Transformational Leaders ◽  
Content Type ◽  
New Ideas ◽  
Pertinent Information ◽  
Sustained Success ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Transformational leaders can positively impact on a company's ability to innovate and enjoy sustained success. Behaviors associated with this leadership style help encourage employees to share knowledge and create new ideas to boost innovation prowess. Motivation to share becomes greater when employees perceive high levels of organizational support. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

From “Calling in Black” to “Calling for Antiracism Resources”: the need for systemic resources to address systemic racism

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Courtney L. McCluney ◽  
Danielle D. King ◽  
Courtney M. Bryant ◽  
Abdifatah A. Ali
Keyword(s):  
Design Methodology ◽  
White Supremacy ◽  
Organizational Structures ◽  
Systemic Racism ◽  
Organizational Research ◽  
Content Type ◽  
History Of ◽  
Standards And Guidelines ◽  
Practical Implications

PurposeThe purpose of this essay is to highlight the urgent need for antiracism resource generation in organizations today.Design/methodology/approachThis essay weaves together popular press articles, academic writings and the authors' lived experiences to summarize, clarify and extend the work needed inside of organizations and academia to dismantle systemic racism.FindingsWe define antiracist resources as personal and material assets that counteract systemic racism through informing and equipping antiracist actions, and identify three resources—adopting a long-term view for learning the history of racism, embracing discomfort to acknowledge racist mistakes and systematically assess how organizational structures maintain white supremacy—for organizations to address systemic racism.Research limitations/implicationsWhile there is a critical need for more antiracism research, there are standards and guidelines that should be followed to conduct that research responsibly with antiracism enacted in research design, methodology decisions and publication practices.Practical implicationsThe authors call for organizations to directly counter-racism via antiracism resources and offer examples for how these resources can inform and equip companies to create equitable workplaces.Originality/valueThis essay offers: (a) an updated, timely perspective on effective responses to systemic racism (e.g. police brutality and COVID-19), (b) a detailed discussion of antiracism resources and (c) specific implications for antiracism work in organizational research.

Exploring the antecedents of ambidexterity: a taxonomic approach

2017 ◽  
Vol 55 (7) ◽  
pp. 1489-1505 ◽  
Author(s):  
Muhammad Asif
Keyword(s):  
Design Methodology ◽  
Organizational Structures ◽  
The Other ◽  
Review Of The Literature ◽  
Content Type ◽  
Multi Level ◽  
Organizational Levels ◽  
Taxonomic Approach ◽  
Structured Approach ◽  
Practical Implications

Purpose Ambidexterity is the ability of an organization to balance exploitation and exploration. Ambidextrous organizations perform better in managing productivity-innovation dilemma. Although the literature on ambidexterity has expanded, much less attention has been paid to the antecedents of ambidexterity. The purpose of this paper is to explore the antecedents of ambidexterity and develop a multi-level taxonomy of the antecedents. Design/methodology/approach Based on an extensive review of the literature, the paper develops criteria for categorizing the antecedents and then develops a taxonomy of the antecedents. Findings Two taxonomy frameworks have been developed: one is based on infrastructural elements, including organizational structures, processes, and context, while the other is based on different organizational levels (i.e. organizational, group, and individual) at which different antecedents exist. Most of the antecedents of ambidexterity reported in the literature fall in the category of “processes” – both individual/social and technical/procedural. Practical implications The paper provides an enhanced understanding of the antecedents of ambidexterity, how they relate to each other, and how they can be grouped together. The framework can help managers to apply the antecedents at various organizational levels, resulting in a more structured approach to ambidexterity. Originality/value The key contribution of the paper is in providing a multi-level understanding of the antecedents of ambidexterity. To the best of the author’s knowledge, such a taxonomy of the antecedents of ambidexterity has not been provided in previous publications.

A treasure too valuable to waste

2010 ◽  
Vol 18 (3) ◽  
pp. 26-29 ◽  
Keyword(s):  
Human Resources ◽  
Design Methodology ◽  
Organizational Structures ◽  
Business Environment ◽  
First Century ◽  
Life Balance ◽  
Content Type ◽  
Career Trajectories ◽  
Pertinent Information ◽  
Practical Implications

PurposeReviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studiesDesign/methodology/approachA review prepared by an independent writer who provides context and commentary.FindingsIn the Twenty‐first century the business environment has become extremely competitive and continuous improvement is no longer an option; it has become a necessity. One area where organizations of any size can create changes is in their utilization of human resources. People are a company's greatest asset. Changing outdated structures and even more archaic attitudes can help to attract, motivate and retain the employees who have the vision, skills and determination to adapt to a constantly changing world. Assessing potential when appointing or promoting staff; creating flexible organizational structures which will help all employees to achieve a better work‐life balance; recognition of women's different career trajectories and developing intrinsic motivation in employees are all ways in which organizations can find and hold onto the treasure of human resources.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizationsOriginality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Vertical and horizontal control dilemmas in public hospitals

2015 ◽  
Vol 29 (2) ◽  
pp. 185-199 ◽  
Author(s):  
Inger Johanne Pettersen ◽  
Elsa Solstad
Keyword(s):  
Design Methodology ◽  
Organizational Structures ◽  
Management Control ◽  
Public Hospitals ◽  
Survey Study ◽  
Control Problems ◽  
Production Lines ◽  
Content Type ◽  
Vertical Control ◽  
Practical Implications

Purpose – The hospital sector in Norway has been continuously reorganized since 2002 and the reforms have created organizations that are functionally/vertically controlled, whereas the production lines are coordinated on a process or a lateral basis. The purpose of this paper is to focus on both the perceived functional vertical control and horizontal controls within and between the local hospitals and the regional administrative levels. Design/methodology/approach – A national survey study, complemented with interviews of some key informants and document studies. Findings – The study shows that the functional and vertical lines of management control are perceived to be operating according to the traditional views of management control. The study indicates that the horizontal tasks are not very well implemented, and we did not find interactive and lateral uses of management control systems for managerial purposes. Practical implications – New control problems arise when services are to be coordinated between autonomous units. Originality/value – The paper focuses on the control problems found within the horizontal, flat relationship between production units in hospitals; new organizational structures have emerged where lateral relations are important, but traditional control practices follow functional, vertical lines.

Compulsory purchase and compensation update – 2016

2016 ◽  
Vol 34 (4) ◽  
pp. 421-427
Author(s):  
Gary Sams
Keyword(s):  
Local Government ◽  
Design Methodology ◽  
Critical Assessment ◽  
Small Step ◽  
Consultation Process ◽  
Content Type ◽  
Comprehensive Reform ◽  
Compulsory Purchase ◽  
Practical Implications

Purpose – The purpose of this paper is to summarise and analyse reforms to the compulsory purchase compensation code which have been published for consultation by the Department for Communities and Local Government. Design/methodology/approach – To explain each of the proposals and provide a critical assessment of each of them. Findings – The proposed changes comprise a further small step towards the comprehensive reform of the compensation code which is required. Practical implications – The proposed reforms are to be welcomed but there are a number of areas in which they need refinement following the consultation process. Originality/value – As the proposed reforms were published only in March 2016 there will be few other commentaries available.

Australian local government corruption and misconduct

2015 ◽  
Vol 23 (1) ◽  
pp. 102-118 ◽  
Author(s):  
Aquinas John Purcell
Keyword(s):  
Local Government ◽  
Design Methodology ◽  
Chief Executive ◽  
Audit Committees ◽  
Ethical Practices ◽  
Content Type ◽  
Behavioural Factors ◽  
The Uk ◽  
Practical Implications ◽  
Government Perspective

Purpose – This paper aims to focus on corruption and misconduct evidenced from local government investigation reports in Australia, New Zealand and the UK. Design/methodology/approach – A corruption and misconduct taxonomy was developed and the audit committee’s role was empirically tested. Findings – The empirical findings exhibited low support for audit committees overseeing corruption and misconduct allegations. The respondents generally considered that the chief executive was the appropriate person to manage investigations. Practical implications – The findings from the local government investigations and the empirical research emphasises the significance of culture and ethical practices to mitigate against corruption and misconduct. A culture of zero tolerance of corruption and misconduct was one of the best ways of a council demonstrating its integrity. Originality/value – This paper offers a local government perspective on the behavioural factors which provide the organisational conditions for corruption and misconduct to become the norm.

Following the Finnish way

2018 ◽  
Vol 34 (3) ◽  
pp. 22-24
Keyword(s):  
Knowledge Management ◽  
Local Government ◽  
Design Methodology ◽  
Reading Time ◽  
Improve Performance ◽  
The West ◽  
Content Type ◽  
Global Citizens ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The way local government works in the West is changing to suit the needs of global citizens. Effective knowledge management holds the key to how local government can improve performance to provide what is needed without encountering the issues previous governments have faced. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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