scholarly journals To Market or Demarket? Public-Sector Branding of Cannabis in Canada

2021 ◽  
pp. 009539972199112 ◽  
Author(s):  
Jared J. Wesley ◽  
Kyle Murray
Keyword(s):  
Public Policy ◽  
Public Sector ◽  
Consumer Demand ◽  
Government Agencies ◽  
Public Administrators ◽  
Public Agencies ◽  
Policy Objective ◽  
Difficult Situation ◽  
Goods And Services ◽  
Illicit Market

Many governments provide goods and services that are deemed too sensitive for the private sector to deliver. This places public administrators in the difficult situation of having to sell products while also shaping consumer demand. Government agencies in Canada found themselves in this situation when the country legalized cannabis in 2018. Our findings suggest they responded with a demarketing approach, attempting to limit and shape, rather than increase, consumer demand. We conclude this demarketing strategy hinders public agencies’ ability to displace competitors in the illicit market, a key public policy objective.

Theory-Based Models of E-Government Adoption

2011 ◽  
pp. 3527-3534
Author(s):  
Craig P. Orgeron
Keyword(s):  
Information Technology ◽  
Public Sector ◽  
Electronic Government ◽  
Public Administrators ◽  
Bottom Line ◽  
The Public ◽  
Government Services ◽  
Goods And Services ◽  
Public Hearings ◽  
Marked Decline

Too often, citizens view government as hopelessly ineffective and lacking in skill to deliver services in the same way that a bottom-line-focused private-sector business is able to effectively do. This view often informs a marked decline in political participation and a lack of confidence in the ability of public-sector agencies to effectively and efficiently solve problems (Hetherington, 1998; P. Norris, 1999). As a response, contemporary public administrators have been tasked with government “reinvention” as a way of increasing bureaucratic effectiveness and efficiency (Osborne & Gaebler, 1992). Some scholars have begun to view information technology as a critical component for creating a more capable government, one capable of providing better service and thus increasing citizen confidence in public-sector management (Norris, 2001). Electronic government (e-government) has in recent years attracted much attention as scholars have suggested that by leveraging cutting-edge information technology, government may reap benefits of increased efficiency, effectiveness, and citizen communication with public-sector agencies (C. Chadwick & May, 2003; Ho, 2002; Melitski, 2001; West, 2004). E-government can be defined as the implementation of information technology to supply services between public-sector agencies and citizens, businesses, employees, and other nongovernmental agencies (Carter & Belanger, 2004). E-government offers potential impact on the business of government in two fundamental, yet crucial, ways: by improving service delivery, including costs, and by improving communication between citizens and government (Fountain, 2001). Participatory forms of e-government, such as online public hearings or e-voting, are less common than informational uses or online transactions, such as tax e-filing. Carter and Belanger note that public-sector agencies at all levels of government have leveraged e-government applications to foster buying goods and services, the dissemination of critical information, and the acceptance of bids and proposals (General Accounting Office [GAO], 2001). Arguably, both the public sector and the citizenry benefit from the implementation of e-government services. As public-sector agencies reduce costs and improve efficiency, citizens receive quicker, better aligned services from a more focused and streamlined government (Kettl, 2000).

Theory-Based Models of E-Government Adoption

2011 ◽  
pp. 1536-1540
Author(s):  
C. P. Orgeron
Keyword(s):  
Information Technology ◽  
Public Sector ◽  
Electronic Government ◽  
Public Administrators ◽  
Bottom Line ◽  
The Public ◽  
Government Services ◽  
Goods And Services ◽  
Public Hearings ◽  
Marked Decline

Too often, citizens view government as hopelessly ineffective and lacking in skill to deliver services in the same way that a bottom-line-focused private-sector business is able to effectively do. This view often informs a marked decline in political participation and a lack of confidence in the ability of public-sector agencies to effectively and efficiently solve problems (Hetherington, 1998; P. Norris, 1999). As a response, contemporary public administrators have been tasked with government “reinvention” as a way of increasing bureaucratic effectiveness and efficiency (Osborne & Gaebler, 1992). Some scholars have begun to view information technology as a critical component for creating a more capable government, one capable of providing better service and thus increasing citizen confidence in public-sector management (Norris, 2001). Electronic government (e-government) has in recent years attracted much attention as scholars have suggested that by leveraging cutting-edge information technology, government may reap benefits of increased efficiency, effectiveness, and citizen communication with public-sector agencies (C. Chadwick & May, 2003; Ho, 2002; Melitski, 2001; West, 2004). E-government can be defined as the implementation of information technology to supply services between public-sector agencies and citizens, businesses, employees, and other nongovernmental agencies (Carter & Belanger, 2004). E-government offers potential impact on the business of government in two fundamental, yet crucial, ways: by improving service delivery, including costs, and by improving communication between citizens and government (Fountain, 2001). Participatory forms of e-government, such as online public hearings or e-voting, are less common than informational uses or online transactions, such as tax e-filing. Carter and Belanger note that public-sector agencies at all levels of government have leveraged e-government applications to foster buying goods and services, the dissemination of critical information, and the acceptance of bids and proposals (General Accounting Office [GAO], 2001). Arguably, both the public sector and the citizenry benefit from the implementation of e-government services. As public-sector agencies reduce costs and improve efficiency, citizens receive quicker, better aligned services from a more focused and streamlined government (Kettl, 2000).

How Worker Centers Organize Low-Wage Workers: An Exploration of Targets and Strategies

2021 ◽  
pp. 0160449X2198942
Author(s):  
Jessica Garrick
Keyword(s):  
Public Policy ◽  
Private Sector ◽  
Progressive Era ◽  
Service Provision ◽  
Government Agencies ◽  
Community Based ◽  
Worker Centers ◽  
Center Staff ◽  
Community Based Organizations ◽  
Worker Center

In response to the growing absence of unions from the private sector, community-based organizations known as worker centers have emerged as a new front in protecting and organizing workers. Scholars generally argue that worker centers have converged on a model of combining service provision with organizing and advocacy, supported primarily by funding from foundations and government agencies. I draw on interviews conducted with worker center staff, a dataset compiled from their public materials, and secondary research to add to the existing literature and to argue that a clear categorization of worker centers can be derived by attention to their primary workplace strategies. First, worker centers can be meaningfully distinguished by whether they attempt to raise standards in specific industries versus responding to problems in individual workplaces. But they can also be distinguished based on the extent to which they view public policy or winning agreements with employers as the primary route to systemic improvements. These divergences in strategy echo Progressive-era debates about the role for the state in redressing workplace ills. Similar to that era, strategic differences among today’s worker centers are driven less by ideology and more by the distinct structural challenges facing workers in particular political and economic contexts.

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.

Collective Bargaining in the Public Sector: Cases in Public Policy.

ILR Review ◽  
1976 ◽  
Vol 29 (4) ◽  
pp. 602
Author(s):  
David Lewin ◽  
Frank H. Cassell ◽  
Jean J. Baron
Keyword(s):  
Public Policy ◽  
Public Sector ◽  
Collective Bargaining ◽  
The Public

scholarly journals Analysis of Cutback Management Strategy in Financial Sustainability in the Public Sector in Indonesia

2021 ◽  
Vol 04 (09) ◽  
Author(s):  
Rafiqah Humaira ◽  
Keyword(s):  
Public Sector ◽  
Supply And Demand ◽  
Management Strategies ◽  
Financial Sustainability ◽  
Public Agencies ◽  
The Public ◽  
Study Approach ◽  
Cutback Management ◽  
Directorate General

There are many literature reviews that write about the causes and expected consequences of an environmental, social, and economic crisis. It should be remembered that the role of the public sector is critical to overcoming crises, to promoting sustainable development and to managing the balance between supply and demand for public services. This qualitative research takes a case study approach to public agencies under the Ministry of Finance, namely the Directorate General of Customs and Excise. This study aims to explain financial sustainability in public bodies during the COVID-19 pandemic, and explain cutback management strategies indicated through refocusing carried out by government agencies during the COVID-19 pandemic, as well as explain the relationship between cutback management and financial sustainability which is significantly directly related to the COVID-19 pandemic. The results of the analysis show that there are differences in the financial sustainability of Customs and Excise during the pandemic, namely in terms of state revenues, it certainly changes (decreases) in terms of tax revenues, import duties, and excise. Then identified indicators of cutback strategies at Customs and Excise, and there is a conceptual link between financial sustainability, the COVID-19 pandemic and cutback management strategies.

scholarly journals Asia`s Role in Internet Governance

2009 ◽  
Vol 24 (2) ◽  
pp. 137-142
Author(s):  
Park Y. J.
Keyword(s):  
United States ◽  
Public Policy ◽  
Civil Society ◽  
Public Sector ◽  
The United States ◽  
The Internet ◽  
Internet Governance ◽  
The Public ◽  
Policy Negotiation ◽  
Global Public Policy

Most stakeholders from Asia have not actively participated in the global Internet governance debate. This debate has been shaped by the Internet Corporation for Assigned Names and Numbers(ICANN) since 198 and the UN Internet Governance Forum (IGF) since 2006. Neither ICANN nor IGF are well received as global public policy negotiation platforms by stakeholders in Asia, but more and more stakeholders in Europe and the United States take both platforms seriously. Stakeholders in Internet governance come from the private sector and civil society as well as the public sector.

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