scholarly journals “Having Skin In The Game”: A Value Tension Study Of An Inter- Agency IT Project

2020 ◽  
Author(s):  
Randall Smith ◽  
Jocelyn Cranefield
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Early Stage ◽  
Agile Development ◽  
Life Event ◽  
A Value ◽  
New Public ◽  
Base Isolator ◽  
Depth Interviews

© 2017 Proceedings of the 25th European Conference on Information Systems, ECIS 2017. All rights reserved. This study seeks to better understand the challenges involved in early stage development of citizen-facing Joined-Up Government and the mitigating strategies used to address these issues. In-depth interviews were carried out with 11 members of a unique, cross-agency case, the SmartStart life event project, the first of a planned suite of life event services in New Zealand’s public sector. Three key underlying value tensions were identified as contributing to agency challenges: New Public Management versus Joined-Up Government, Immediate Needs versus Long Term Benefits, and Waterfall versus Agile development approaches. Participants successfully addressed these value tensions through three concurrent mitigating strategies: active stewardship, citizen centricity, and creation of reusable artefacts. A framework is proposed, based on the concept of a base isolator, to illustrate the dynamics between the underlying value tensions and mitigating strategies, which enable effective practice of Joined-Up Government. Understanding these value tensions and their relationship to the mitigating strategies has implications for both practitioners and researchers.

scholarly journals “Having Skin In The Game”: A Value Tension Study Of An Inter- Agency IT Project

2020 ◽  
Author(s):  
Randall Smith ◽  
Jocelyn Cranefield
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Early Stage ◽  
Agile Development ◽  
Life Event ◽  
A Value ◽  
New Public ◽  
Base Isolator ◽  
Depth Interviews

© 2017 Proceedings of the 25th European Conference on Information Systems, ECIS 2017. All rights reserved. This study seeks to better understand the challenges involved in early stage development of citizen-facing Joined-Up Government and the mitigating strategies used to address these issues. In-depth interviews were carried out with 11 members of a unique, cross-agency case, the SmartStart life event project, the first of a planned suite of life event services in New Zealand’s public sector. Three key underlying value tensions were identified as contributing to agency challenges: New Public Management versus Joined-Up Government, Immediate Needs versus Long Term Benefits, and Waterfall versus Agile development approaches. Participants successfully addressed these value tensions through three concurrent mitigating strategies: active stewardship, citizen centricity, and creation of reusable artefacts. A framework is proposed, based on the concept of a base isolator, to illustrate the dynamics between the underlying value tensions and mitigating strategies, which enable effective practice of Joined-Up Government. Understanding these value tensions and their relationship to the mitigating strategies has implications for both practitioners and researchers.

The political economy of English public services reform and implications for management knowledges in health care organizations

2018 ◽  
Author(s):  
Ewan Ferlie ◽  
Sue Dopson ◽  
Chris Bennett ◽  
Michael D. Fischer ◽  
Jean Ledger ◽  
...  
Keyword(s):  
Political Economy ◽  
Public Management ◽  
Public Services ◽  
New Public Management ◽  
Health Care Organizations ◽  
Public Agencies ◽  
Political Issue ◽  
Management Reform ◽  
New Public

This chapter explores, in greater depth, the idea floated in the Introduction that the macro-level political economy of public services reform can exert effects on preferred management knowledges at both national and local levels. We argue that an important series of New Public Management reforms evident since the 1980s have made UK public agencies more ‘firm like’ and receptive to firm-based forms of management knowledge. We characterize key features of the UK’s long-term public management reform strategy, benchmarking it against, and also adding to, Pollitt and Bouckaert’s well-known comparativist typology. We specifically add to their model a consideration of the extent to which public management reform is constructed as a top-level political issue.

scholarly journals APPLYING THE PRINCIPLES OF NEW PUBLIC MANAGEMENT TO MEASURE THE PERFORMANCE IN EDUCATION – VALUE FOR MONEY

2019 ◽  
Vol 2 (1) ◽  
pp. 50-57
Author(s):  
Jana Štrangfeldová ◽  
Štefan Hronec ◽  
Jana Hroncová Vicianová ◽  
Nikola Štefanišinová
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Tertiary Education ◽  
Relevant Information ◽  
Value For Money ◽  
The Public ◽  
New Public ◽  
Comprehensive Measurement

Education is a key area, the results of which play an important role in the development of each society. The role of education focused on the inclusion of children into school groups, to prepare students to enter the labour market or continue their studies in the context of tertiary education is a sufficient argument to enable beginning to look for answers and possible solutions to the difficult question of the quality of schools. Constant pressure from the public forces them to monitor and improve the provision of public services, and continually enhance their own performance in order to achieve long-term existential security. These facts consequently require a comprehensive measurement of their performance. This opens up opportunities for applying the concept of Value For Money based on the principles of New Public Management. The purpose of the scientific study is to show the potential uses of Value for Money on the example of education. The suggestion of methodology of VFM to measure the performance in education presented in this study shows possibilities to measure, evaluate, monitor and achieve necessary and especially relevant information about the situation of education and subsequent decision-making not only for public forces, but also, it can be the suitable tool for public grammar schools themselves. The article is co-financed by the project VEGA 1/0651/17.

scholarly journals Forsøgs- og udviklingsprogrammer i dansk idrætspolitik

2012 ◽  
Vol 28 (1) ◽  
Author(s):  
Bjarne Ibsen
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Development Program ◽  
Development Programs ◽  
Sports Clubs ◽  
New Public ◽  
Innovative Thinking ◽  
New Type ◽  
Alternative Solutions

Danish sports policy is primarily aimed to support sports clubs and organizations economically and making sports facilities available to associations. Over the past three decades, however, this policy has been supplemented by state experimental and development programs. In the first wave of experimental programs in the 1980s the purpose of the programs was to stimulate experimental and innovative thinking, and the long term goal of a program was to change legislation and administration in accordance with experience of the program. Therefore, the programs were also thoroughly evaluated. Experimental and development programs were part of a decentralization ideal that can be described as communitarian. This first wave of experimental programs in the 1990s was gradually replaced by more targeted and government-controlled programs, which are more aimed at improving performance in specific areas and providing political posturing. This new type of development program is better characterized by liberal and economically oriented management ideals (New Public Management). A number of evaluations of these programs and projects show that they rarely live up to their own goals and expectations. At the same time, the evaluations are often insufficient to become wiser on the projects positive and negative experiences. At the end of the article the author suggests, that experimental and development programs to a greater extent are aimed to test – and investigate – alternative solutions to society’s diverse problems.

scholarly journals Euroregions as Soft Spaces: Between Consolidation and Transformation

2018 ◽  
Vol 24 (2) ◽  
pp. 93-110 ◽  
Author(s):  
Stefan Telle
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Service Providers ◽  
Political Processes ◽  
Long Term Stability ◽  
Border Regions ◽  
Cross Border ◽  
New Public ◽  
Bureaucratic State

 National borders constitute barriers to social, economic and political processes and, thus, tend to contribute to the peripheralisation of border regions. The paper compares the evolution of two euroregions in peripheral central European border regions, whose objective is to overcome such negative border effects by promoting cross-border cooperation at the regional level. On a theoretical level, the paper argues for an understanding of euroregions as soft spaces. Rather than viewing them primarily as instances of state rescaling, the paper emphasizes their role as adaptive service providers for local constituencies. It is suggested that their long-term stability depends on their relation to, and the internal dynamics of, politico-administrative hard spaces at the regional, national, and supranational level. While hard spaces are associated with the notion of the Weberian bureaucratic state, soft spaces combine many of the ideas of the New Public Management literature. Building on an organizational ecology perspective, the paper forwards the argument that stable, resourceful, and accessible hard spaces constitute a predictable and engaging environment within which softer arrangements may compete for the delivery of services. However, the interplay between soft and hard spaces tends to have an impact on the euroregions’ agendas. While EU cohesion policy provides incentives to strengthen horizontal cross-border coordination, the organizational integration of the two euroregions remained rather loose, testifying to the continued importance of domestic prerogatives.

scholarly journals Modernizing public services: subtle interplays of politics and management

2016 ◽  
Vol 12 (4) ◽  
pp. 547-567 ◽  
Author(s):  
Michela Arnaboldi ◽  
Irvine Lapsley ◽  
Martina Dal Molin
Keyword(s):  
Performance Management ◽  
Public Management ◽  
Public Services ◽  
New Public Management ◽  
Content Type ◽  
Documentary Analysis ◽  
New Public ◽  
Government Websites ◽  
The Government

Purpose This paper aims to examine the trajectory of public management reforms in Italy. This experience indicates the complexity of managerialism in countries with a legalistic system and where public administration cultures have been, and continue to be, embedded in politics. Design/methodology/approach The analysis of managerial reforms in Italy was carried out with a documentary analysis. In addition to official reports and acts of parliament, the analysis was based on monitoring the government websites and innovative channels (e.g. Facebook) which communicated the progress of the later reforms. Findings The paper shows how modernization of public services has been a continuous priority in the agenda of the Italian Government across four phases: an early attempt in the late 1970s; a lively, phase for Italian managerial reforms in the 1990s; a later advocacy in the 2000s of a specific new public management (NPM) element – performance management; an after-crises reform aimed at reducing public expenditure. Originality/value The paper takes a historical and long-term perspective to analyse the success and failure of NPM reforms implementation in Italy. Differently from previous studies, this papers analyses NPM reforms in a longitudinal perspective, to show how the legalistic culture of Italy continues to affect the implementation of NPM reforms.

scholarly journals Mind the gap: Australian local government reform and councillors’ understandings of their roles

2017 ◽  
pp. 19-39
Author(s):  
Su Fei Tan ◽  
Alan Morris ◽  
Bligh Grant
Keyword(s):  
Local Government ◽  
Public Management ◽  
New Public Management ◽  
Local Level ◽  
New Public ◽  
Strategic Role ◽  
Government Reforms ◽  
Depth Interviews ◽  
Broad Approach

Over the last two decades a feature of local government reforms globally has been the introduction of New Public Management (NPM).  Under this broad approach to public administration there is an expectation that councillors play a greater strategic role and move away from involvement in day-to-day management.  This research, carried out in the state of Victoria, Australia, examines councillors’ understandings of their roles.  Based on 17 in-depth interviews and two focus groups, we found that despite the evolving legislative requirements framing councillors as policymakers not managers, most councillors continued to seek involvement in the day-to-day management of councils.  We argue that this gap may be linked to the diversity of views concerning the role of the councillor and the idea of representation and how both play out at the local level.  It may also signal a lack of awareness as to how the legislatively inscribed role for councillors has changed over time.

The Role of Interorganizational Competition in Motivating Street-Level Bureaucrats to Adopt Policy Entrepreneurship Strategies: The Case of Israeli Rabbis in Government Hospitals

2020 ◽  
pp. 027507402098269
Author(s):  
Niva Golan-Nadir
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Policy Entrepreneurship ◽  
Street Level ◽  
New Public ◽  
Government Hospitals ◽  
Street Level Bureaucrats ◽  
Depth Interviews ◽  
Do So

What is the role of interorganizational competition in motivating street-level bureaucrats to adopt policy entrepreneurship strategies? What are their main goals in adopting such strategies? We argue that in the wake of New Public Management, interorganizational competition encourages street-level bureaucrats to adopt policy entrepreneurship strategies. We further suggest that three competition-oriented elements motivate entrepreneurial initiatives at the street level: (a) personal, (b) organizational (interorganizational and intraorganizational), and (c) cultural demographic. In addition, we argue that the goal of street-level bureaucrats as policy entrepreneurs is to influence public policy results for their own benefit. They do so because they and their organizations are rewarded financially as their clients’ satisfaction with the services provided increases. Using in-depth interviews, online questionnaires, and textual analysis, we test these claims by analyzing the case of Israeli rabbis in government hospitals. We demonstrate how their goal in entrepreneurship is mainly to attract patients to their organization.

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