scholarly journals Introducing the Contextual Ambidexterity Scale for Public Organizations (CASPO): Scale development and initial evidence

2021 ◽  
pp. 74-89
Author(s):  
Francisco G. NUNES ◽  
Generosa do NASCIMENTO ◽  
Luís M. MARTINS
Keyword(s):  
Factor Analysis ◽  
Organizational Performance ◽  
Organizational Capacity ◽  
Public Organizations ◽  
Shared Vision ◽  
Civil Servants ◽  
Dimensional Solution ◽  
Organizational Ability ◽  
Original Measure ◽  
Measure Of Performance

Contextual ambidexterity describes the organizational capacity of being simultaneously able to adapt and change in the face contextual requirements while keeping alignment and predictability. Contextual ambidexterity has been recognized as an appropriate explanation of organizational performance, and its influence has already permeated accounts of public organizations’ dynamics. We join this line of reasoning by suggesting that some specific characteristics of public organizations call for refinement of the contextual ambidexterity concept, and the correspondent evolution in measuring this organizational ability, thus introducing the Contextual Ambidexterity Scale for Public Organizations (CASPO). We suggest going beyond the original measure of alignment and adaptability created by Gibson and Birkinshaw (2004), to include psychological safety, reflexive spaces, and flexibility as sub-dimensions of adaptability and imprinting, rulefollowing and shared vision as sub-dimensions of alignment. On the basis of a sample of civil servants (n=200), we used exploratory factor analysis to identify a six-dimensional solution covering alignment and adaptability. Using another sample of civil servants (n=200), we used confirmatory factor analysis to test CASPO’s construct validity and regression analysis in testing the criterion validity. The results reveal that CASPO shows appropriate metric qualities and that it surpasses Gibson and Birkinshaw’s (2004) scale in predicting both their measure of generic organizational performance and a measure of performance specific for public organizations. This study contributes to the creation of sound measures of relevant concepts explaining the performance of public organizations.

Exploration of the technocratic mentality among European civil servants

2021 ◽  
pp. 002085232199642
Author(s):  
Ringa Raudla ◽  
James W. Douglas ◽  
Zachary Mohr
Keyword(s):  
Organizational Performance ◽  
Political Science ◽  
Public Administration ◽  
Survey Data ◽  
Civil Servants ◽  
European Countries ◽  
Positive Interactions ◽  
Technical Knowledge ◽  
High Level ◽  
Proper Balance

Civil servants vary in the degree to which they hold technocratic attitudes. We explore whether bureaucrats’ exposure to politics and politicians is associated with the depoliticization dimension of the technocratic mentality. We use survey data of high-level executives in 19 European countries to explore factors that are associated with executives’ perceptions that removing issues and activities from the realms of politics leads to more farsighted policies. We find that respondents’ level of exposure to politics and politicians is indeed negatively associated with technocratic mentality. Bureaucrats have studied political science or public administration, work closer to politicians (in terms of type of organization), interact with them more frequently, and have more positive perceptions of these interactions tend to have lower levels of technocratic attitudes. Points for practitioners Beliefs affect behaviors and behaviors affect outcomes. Technocratic attitudes may limit the ability of civil servants to work effectively with politicians. We show that educational degrees that promote democratic values and exposure to politicians (particularly positive interactions) are associated with lower levels of technocratic attitudes. Given that a proper balance between political and technical knowledge can enhance organizational performance (Krause et al., 2006), these findings should be taken into account when staffing and structuring public organizations.

Public service motivation and organizational performance in Chinese provincial governments

2016 ◽  
Vol 10 (4) ◽  
pp. 770-786 ◽  
Author(s):  
Chunkui Zhu ◽  
Chen Wu
Keyword(s):  
Organizational Performance ◽  
Public Service ◽  
Public Service Motivation ◽  
Provincial Government ◽  
Civil Servants ◽  
Hunan Province ◽  
Government Employees ◽  
Content Type ◽  
The Public ◽  
The Government

Purpose This paper aims to examine different hypotheses concerning the effects of public service motivation (PSM) and other attitudinal or institutional dimensions on organizational performance (OP). Specifically, based on the experience of Chinese provincial governments, this study provides new evidence about how PSM may affect OP. Design/methodology/approach This study collected data from a survey of different provincial government departments in Sichuan Province, Hubei Province, Hunan Province and Chongqing Municipality in 2011. Using data from 761 respondents, Pearson correlation analysis and regression analysis were used to explore the relationships between related factors. Findings PSM, job satisfaction, affective commitment and job involvement have statistically significant effects on OP, and these results are consistent with the findings of previous researches that PSM positively affected OP at a significant level. The results suggest that, if civil servants have a strong PSM, the performance of their organizations will be high. Research limitations/implications Future research should look for additional factors that affect OP, comparing employees’ perceptions of an organization’s performance with objective data to determine whether, and to what degree, subjective measures of performance are valid measures of OP in the public sector. Practical implications In the process of improving government performance, it is significant to give attention to the government employees’ mentality. The government training and promotion system should encourage civil servants to care about the public interest. A more flattened organization should be considered as part of the next steps in government reform, and more opportunities should be provided to involve more government employees in policy making. Originality/value This study helps to clarify the effects of individual factors of PSM on OP in China in a tightly controlled bureaucratic environment, where related data are hardly accessible.

scholarly journals The Implementation of High Performance Work System in Public Organizations: Implication for Organizational Performance.

2015 ◽  
Vol 11 (28) ◽  
pp. 139
Author(s):  
Solomon Ozemoyah Ugheoke
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Positive Relationship ◽  
Public Organizations ◽  
Training And Development ◽  
Three Dimensions ◽  
The Public ◽  
Work System ◽  
High Performance Work System ◽  
Individual Role

<p>Abstract</p> <p>A principal concern express among organizational researchers is to understand why some organizations irrespective of size, location and sector outperform others. High performance work system (HPWS) offers an explanation for this phenomenon. The implementation of unique practices leads some organizations to outperform others and give organizations the competitive advantage over others. While it has been well established that HPWS practices affect organizational performance within a large and complex organizations, less have been empirically established if they also create benefit for public organizations and this has generated concerns among researchers in the field of HPWS.  Following this argument, this study examines this theoretical gap with a survey data collected from employees in the public sector. Overall, three dimensions of HPWS were identified by the researchers and the level of awareness was assessed on a seven point Likert scale. We found that two out of the three dimensions of HPWS identified in this have a positive relationship with organizational performance.</p> <p>Keywords: HPWS, organizational performance, selective training and development, PMS, individual role.</p> <p> </p>

scholarly journals How changing of different factors impacts the quantity of NGOs incomes in Ukraine

2016 ◽  
Vol 13 (4) ◽  
pp. 17-26
Author(s):  
Iryna Tkachuk
Keyword(s):  
Factor Analysis ◽  
Opposite Effect ◽  
Public Organizations ◽  
Jel Classification ◽  
Successful Management ◽  
Distribution Method ◽  
Proportional Increase ◽  
The Impact ◽  
Scenario Approach ◽  
Mixed Income

The aim of the study is to identify the most important factors that influence the funding of Ukrainian NGOs and to determine how managing the changes in these factors can increase the income of NGOs. The topicality of the research is stipulated by the unsatisfactory state of Ukrainian NGOs and the lack of similar studies in Ukraine. The research was conducted based on the data on the income of Ukrainian NGOs from 2006 to 2013, as well as statistics on macroeconomic indices of Ukraine over the same period. The article provides the research of the impact of indices quantitatively characterizing their activities and indices of GDP according to distribution method on the volume of funding of Ukrainian public organizations. The authors have revealed that such indices as the number of registered members, the number of companies, institutions and organizations founded and created by the associations of citizens, compensation for hired employees; gross profit and mixed income have the greatest impact on funding. The authors have substantiated that the successful management of these parameters can significantly affect the funding of Ukrainian NGOs: the increase of the “Compensation of employees” parameter and the increase in “Profit and mixed income”, which is one of the priorities of the state, can lead to an almost proportional increase in the income of Ukrainian NGOs. The same result can be achieved by controlling &quot;Number of registered members” parameter. The “Number of companies, institutions and organizations founded and created by the associations of citizens” parameter has the opposite effect on the income of Ukrainian NGOs. Keywords: NGOs, NGOs incomes, scenario approach, factor analysis. JEL classification: C61, H41

The latitude for loyal contradiction and public leadership: a conceptual and comparative approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Frits M. van der Meer ◽  
Gerrit S.A. Dijkstra
Keyword(s):  
Organizational Performance ◽  
Civil Service ◽  
Public Organizations ◽  
Comparative Approach ◽  
Content Type ◽  
Public Leadership ◽  
Service Function ◽  
Ex Ante ◽  
Public Leaders ◽  
Relevant Factors

PurposeThis paper looks into the mechanisms that determine (stimulate and limit) the scope for loyal contradiction in organizations through ex ante voice. The paper provides insights into how this essential civil service function and obligation can be maintained and the role that public leadership can play in addressing these issues.Design/methodology/approachThis paper consists of a conceptual analysis of major determinants for constraints on and stimuli of loyal contradiction and provides an interpretational framework of the relevant factors involved.FindingsThis paper examines the mechanisms that determine (stimulate and limit) the scope for loyal contradiction in organizations through ex ante voice and provides insights into how to maintain this essential civil service function and obligation through the contribution of public leadership.Practical implicationsThe findings of this paper offer insight into how to avoid constraints on loyal contradiction within public organizations and point to the way public leaders can, by facilitating and stimulating it, enhance organizational performance and legitimacy.Originality/valueThis paper points to an issue that is increasingly relevant in politics and public administration. By providing a conceptual framework, this paper provides a deeper understanding of how the necessary conditions for loyal contradiction can be created within public organizations.

scholarly journals The Influence of Civil Servants’ Attitude on Engagement and Participation in Cost Reduction Policy: A Case of Malaysia

2020 ◽  
Vol 10 (2) ◽  
pp. 279
Author(s):  
Mohamad Hisyam Selamat ◽  
Foo Kok Soon
Keyword(s):  
Best Practices ◽  
Policy Implementation ◽  
Conceptual Framework ◽  
Cost Reduction ◽  
Civil Servant ◽  
Public Organizations ◽  
Civil Servants ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Practical Implications

This study examined the influence of civil servants’ attitude on engagement and participation in cost reduction policy implementation in Malaysian public organizations. Attitude was divided into two categories, namely, attitude towards leader and attitude towards government. Civil servant engagement in the workplace was treated as the mediating variable. All these values were included in the conceptual framework. Cross-sectional survey was adopted to validate the framework. The sample size for the population of this study was determined at 400. From the analysis it was found that attitude towards leader and attitude towards government influenced participation in cost reduction policy implementation and engagement significantly. Additionally, engagement mediated the relationships between attitude towards leader, attitude towards government and participation in cost reduction policy implementation. Lastly, it was found that engagement influenced participation in cost reduction policy implementation significantly. The practical implications are the discovery of theoretical, personal, and workplace practical best practices for the participation in cost reduction policy implementation in public organizations.

scholarly journals Capacity-Building for Sustainability

2020 ◽  
Vol 10 (1) ◽  
pp. 40-54
Author(s):  
Clark Shah-Nelson ◽  
Ellen A. Mayo ◽  
Patience Ebuwei
Keyword(s):  
School Districts ◽  
Capacity Building ◽  
Review Process ◽  
Service Providers ◽  
Organizational Capacity ◽  
Shared Vision ◽  
Organizational Sustainability ◽  
K 12 ◽  
Systematic Review Process

An American K-12 cooperative educational services provider (“The Agency”) has an issue: partner school districts are saving money by building internal capacity for professional development, rather than fully utilizing expertise from the Agency. The aim of this evidence-based case study is to inform the Agency on capacity-building for innovation. The researchers performed three separate rapid evidence assessments, followed by a standard systematic review process to synthesize findings across 31 studies. Key findings identified from the research include (1) organizational capacity and program evaluation lead to organizational sustainability, (2) agency leadership should guide strategic organizational change in order to establish a shared vision for evaluation and feedback, and (3) organizations benefit from practicing continuous and ongoing learning through feedback loops. The findings of this study may be generalizable to other similar educational service providers or non-profits looking to strengthen organizational capacity and partnerships.

scholarly journals Confirmatory Factor Analysis of the Disablement in the Physically Active Scale and Preliminary Testing of Short-Form Versions: A Calibration and Validation Study

2019 ◽  
Vol 54 (3) ◽  
pp. 302-318 ◽  
Author(s):  
Russell T. Baker ◽  
Damon Burton ◽  
Michael A. Pickering ◽  
Amanda Start
Keyword(s):  
Factor Analysis ◽  
Confirmatory Factor Analysis ◽  
Short Form ◽  
Fit Indices ◽  
Dimensional Solution ◽  
Physically Active ◽  
Outcome Instrument ◽  
Confirmatory Factor ◽  
Highly Correlated ◽  
Age Range

Context The Disablement in the Physically Active (DPA) scale is a patient-reported outcome instrument recommended for use in clinical practice and research. Analysis of the scale has indicated a need for further psychometric testing. Objective To assess the model fit of the original DPA scale using a larger and more diverse sample and explore the potential for a short-form (SF) version. Design Observational study. Setting Twenty-four clinical settings. Patients or Other Participants Responses were randomly split into 2 samples: sample 1 (n = 690: 353 males, 330 females, and 7 not reported; mean age = 23.1 ± 9.3 years, age range = 11–75 years) and sample 2 (n = 690: 351 males, 337 females, and 2 not reported; mean age = 22.9 ± 9.3 years, age range = 8–74 years). Participants were physically active individuals who were healthy or experiencing acute, subacute, or persistent musculoskeletal injury. Main Outcome Measure(s) Confirmatory factor analysis was conducted to assess the factor structure of the original DPA scale. Exploratory factor, internal consistency, covariance modeling, correlational, and confirmatory factor analyses were conducted to assess potential DPA scale SFs. Results The subdimensions of the disablement construct were highly correlated (≥0.89). The fit indices for the DPA scale approached recommended levels, but the first-order correlational values and second-order path coefficients provided evidence for multicollinearity, suggesting that clear distinctions between the disablement subdimensions cannot be made. An 8-item, 2-dimensional solution and a 10-item, 3-dimensional solution were extracted to produce SF versions. The DPA SF-8 was highly correlated (r = 0.94, P ≤ .001, R2 = 0.88) with the DPA scale, and the fit indices exceeded all of the strictest recommendations. The DPA SF-10 was highly correlated (r = 0.97, P ≤ .001, R2 = 0.94) with the DPA scale, and its fit indices values also exceeded the strictest recommendations. Conclusions The DPA SF-8 and SF-10 are psychometrically sound alternatives to the DPA scale.

Organizational Renewal and Strategic Planning: A Winning Combination

1994 ◽  
Vol 7 (1) ◽  
pp. 32-37
Author(s):  
R. Cercone ◽  
D. McDonald ◽  
L. Tarrant ◽  
K. Tremblay
Keyword(s):  
Health Care ◽  
Strategic Planning ◽  
Organizational Performance ◽  
Effective Means ◽  
Shared Vision ◽  
Health Care Facilities ◽  
Theory And Practice ◽  
Organizational Renewal ◽  
The Past ◽  
Care Facilities

Several approaches to organizational renewal have been described, but few are reported for health care institutions in Canada. In contrast, approaches to strategic planning in health care facilities have been well documented. From our experience over the past six years, the theory and practice of organizational renewal complement the focused activities of strategic planning. This combination can be an effective means to enhance organizational performance, employee commitment and a shared vision among the various stakeholders within the hospital and community. This article outlines the process and benefits that can accrue through such efforts. It demonstrates how the investment of organizational renewal strategies can produce sustainable, operational and strategic planning benefits for community hospitals.

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