scholarly journals Are public managers more risk averse? Framing effects and status quo bias across the sectors

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Sean Nicholson-Crotty ◽  
Jill Nicholson-Crotty ◽  
Sean Webeck
Keyword(s):  
Private Sector ◽  
Risk Aversion ◽  
Public Management ◽  
Framing Effects ◽  
Risky Choice ◽  
Status Quo ◽  
Status Quo Bias ◽  
Risk Averse ◽  
Public And Private ◽  
Public Managers

Modern reforms meant to incentivize public managers to be more innovative and accepting of risk are often implicitly based in the longstanding assumption that public employees are more risk averse than their private sector counterparts. We argue, however, that there is more to learn about the degree to which public and private managers differ in terms of risk aversion.  In order to address this gap, we field a series of previously validated experiments designed to assess framing effects and status quo bias in a sample of public and private sector managers. Our results indicate that public managers are not more risk averse or anchored to the status quo than their private sector counterparts; in fact, the findings suggest the opposite may be true under some conditions.   In addition, our results fail to confirm previous findings in the literature suggesting that public service motivation is associated with risk aversion. We conclude with a discussion of the implications of these results for the study of risky choice in the public sector and for modern public management reforms.

scholarly journals Status Quo of PVT Characterization

2020 ◽  
Author(s):  
K. Kramer
Keyword(s):  
Private Sector ◽  
Elevated Temperatures ◽  
Test Methods ◽  
Status Quo ◽  
Public And Private ◽  
Iso Standards ◽  
The Status ◽  
Public And Private Sector ◽  
Further Development

Report B1: This report therefore aims at displaying the Status Quo of PVT Characterization in order to support PVT technology in its further development and applications. The report is hence of interest for researchers as well as public and private sector stakeholders. A key finding is that the reliability and durability of PVT modules are especially challenged at elevated temperatures and higher humidity loads. The test methods available from the IEC and ISO standards are covering the specifics of PV and ST module’s, most of which are similar for PVT modules, too.

Brazil banks will stay cautious amid fragile recovery

2017 ◽  
Keyword(s):  
Private Sector ◽  
Banking Sector ◽  
Retail Banking ◽  
Foreign Bank ◽  
Foreign Banks ◽  
Risk Averse ◽  
Public And Private ◽  
Content Type ◽  
Private Banks ◽  
Public And Private Sector

Subject Outlook for the banking sector. Significance The two-year recession has made Brazil’s public- and private-sector banks increasingly risk-averse in their lending to households and companies. This is likely to persist in 2017, owing to a very uncertain and fragile economic recovery, high unemployment and elevated levels of private-sector debt. Impacts Less-aggressive lending by national state banks will help public finances and give private banks a chance to increase market share. Spanish Santander will be the only foreign bank capable of competing in Brazil’s retail banking segment in the coming years. Other foreign banks lacking the necessary scale for profitable retail banking will focus on other niches.

scholarly journals Comparing Employee Attitudes towards Individualism-Collectivism across Public and Private Sector Organizations

2008 ◽  
Vol 23 (1) ◽  
pp. 19-47
Author(s):  
Cho Tae Jun ◽  
Faerman Sue R.
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Public Management ◽  
New Public Management ◽  
Factor Model ◽  
Employee Attitudes ◽  
Public And Private ◽  
The Public ◽  
Private Sector Organizations ◽  
Public And Private Sector

One hundred thirty on responses from public employees and 154 responses from private employees were analyzed to compare employee attitudes towards individualism-collectivism across public and private sector organizations. The present study provides knowledge to public management by showing that some organizational characteristics of public sector organizations (i.e., goal ambiguity, red tape, and public-service motivation) make the public-private distinction, whereas others do not. Additionally, we found that the distinction has been blurred as New Public Management (NPM) has been adopted recently in the public sector. Finally, we support the two-factor model of organizational collectivism and individualism, as well as report that organizational individualism differentiates public and private sector organizations. The theroretical and practical implications of the findings are discussed.

scholarly journals Ante los retos de las grandes transformaciones, ¿qué esperamos las personas directivas públicas de las decisoras?

2020 ◽  
pp. 94-113
Author(s):  
Fernando MONAR RUBIA
Keyword(s):  
Public Management ◽  
Decision Makers ◽  
Management Skills ◽  
Public And Private ◽  
The Public ◽  
Strategic Vision ◽  
Public Managers ◽  
Private Behavior ◽  
Public Collaboration

Laburpena: Sektore publikoaren zeregina gakoa izan da gizarteek aurrera egiteko, eta izaten segituko du hurrengo hamarkadatan ere. Erabakitzaileak –gobernu-taldeetako kideak– eta zuzendaritza-kide publikoak –zuzenean edo zeharka, lehenengoen menpekoak, maila batean edo batzuetan– dira politika publikoen katalizatzaile potentzialak. Gizarte modura aurrean ditugun erronkei aurre egiteko –esaterako, eraldaketa digitalari–, pertsonarik onenak behar dira, erronka horiei administrazio publikoetako lidergo bikoitzetik aurre egiteko. Batzuetatik –erabakitzaileetatik– eta besteetatik –zuzendaritza-kideetatik– herritar guztiok espero ditugu antzeko gaitasun eta jarrerak: eredugarriak izan daitezela beren jokaera publiko eta pribatuan, izan dezatela ikuskera estrategikoa, maila askotako sentsibilitatea eta berrikuntzarako eta gardentasunerako orientazioa eta kontuak emateko orientazioa, eta taldeak sortzeko gaitasuna, batez ere onenak kontuan hartuta. Artikuluak nazioarteko egungo egoeraren sarrera egiten du, garapen jasangarriaren helburuetatik; bederatzi konpetentzia zehazten ditu, zuzendaritza-kide publikoek erabakitzaileengadik espero ditzakegunak, eta, amaitzeko, konpetentzia bat aipatzen du, zerikusia duena taldeak sortzearekin, meritokraziatik eta zuzendaritza publiko profesionalaren ekologiatik abiatuta –zuzendaritza-konpetentziak, publizitatea, ...– herrialderik aurreratuenetan bezala. Resumen: El papel del sector público ha sido clave para el progreso de las sociedades y lo seguirá siendo en las próximas décadas. Las personas decisoras – miembros de los equipos de gobierno - y las personas directivas públicas – quienes dependen de las primeras, directa o indirectamente, en uno o varios escalones - son catalizadoras del potencial de las políticas públicas. Los retos que tenemos por delante como sociedad – el de la transformación digital, por ejemplo - requieren contar con las mejores personas para afrontarlos, desde el liderazgo dual de las Administraciones Públicas. De las unas – decisoras - y de las otras – directivas - esperamos, toda la ciudadanía, capacidades y actitudes similares: que sean ejemplares en su comportamiento público y privado, que tengan visión estratégica, sensibilidad multinivel y hacia la colaboración público privada, orientación a la innovación y la transparencia, y a la rendición de cuentas, y capacidad de crear equipos contando con las mejores personas, fundamentalmente. El artículo hace una introducción a la situación internacional, detalla las competencias que las personas directivas públicas esperamos de las decisoras, y concluye con la competencia que tiene que ver con la capacidad de crear equipos construidos desde la meritocracia y la ecología de la dirección pública profesional – competencias directivas, publicidad…- emulando a los países más avanzados. Abstract: The role of the public sector has been key to the progress of societies and will continue to be in the coming decades. Decision makers - members of government teams - and public managers - who depend on the former, directly or indirectly, on one or several steps - are catalysts for the potential of public policies. The challenges that lie ahead as a society - that of digital transformation, for example - require having the best people to face them, from the dual leadership of Public Administrations. Of the some - decision makers - and the other - directives - we expect, all citizens, similar capacities and attitudes: that they be exemplary in their public and private behavior, that they have strategic vision, multilevel sensitivity and towards private public collaboration, innovation orientation and transparency, and accountability, and ability to create teams with the best, fundamentally. The article introduces the international situation, details the competencies that public managers can expect from decision makers, and concludes with the competence that has to do with the ability to create teams built from meritocracy. and the ecology of professional public management - management skills, advertising, ... - emulating the most advanced countries.

scholarly journals Flu Vaccination due to COVID 19 as a Risk-Aversion Health Measure among Low-Risk Populations

2021 ◽  
Author(s):  
Meng JI ◽  
Chu-Ren Huang ◽  
Brian Hall
Keyword(s):  
Risk Aversion ◽  
Status Quo ◽  
Low Risk ◽  
Health Conditions ◽  
Risk Averse ◽  
Health Issues ◽  
Chronic Health ◽  
Flu Vaccination ◽  
Health Measure ◽  
Perceived Probability

Abstract Fear, social responsibility, or vulnerability - which is the main driver of seasonable influenza vaccination in times of the pandemic? Our study using first-hand survey data from the Australian Bureau of Statistics shows that none of these factors explains conclusively Australians who had the flu vaccination in 2020 due to COVID19 only. It was Australians who had higher education, without chronic health conditions, those in employment, fully covered by health insurance, living with families who reported statistically higher rates of flu vaccination due to COVID19 only. By contrast, people with one or more chronic health issues, single people without support reported statistically lower rates of seasonal influenza immunisation. Similar results are reported in the study of flu vaccination in countries like Canada, where among Canadians aged over 65, it was populations of higher education, married, in better health conditions (non-smokers), higher household income who reported consistently, statistically higher rates of flu vaccination between 2000-2019. The Australian survey data collected during the pandemic provided further evidence of flu vaccination as a risk-aversion health measure by low-risk populations - a social behavioural phenomenon observed across countries, ages, in normal circumstances or health crises. We interpreted our finding from the hypothesized human propensity to be risk-averse (chose to be vaccinated) when the perceived probability of an improvement over their status quo after vaccination was high (the certainty effect); and human tendency to be risk-seeking (chose not to be vaccinated) when the perceived probability of an improvement post-immunisation was low (the possibility effect). The higher rates of risk-averse behaviours (chose to be vaccinated) among people in better education, socio-economic and health conditions, and the lower rates of risk-seeking behaviours (chose not to be vaccinated) among people with chronic health issues and those living alone suggest that flu vaccination was perceived by low-risk populations as an effective risk-aversion measure leading to better outcomes of higher certainty; by contrast, flu vaccination was perceived by high-risk populations as a health measure of higher uncertainty, not aiding in improving their status quo as the implicit reference point, according to the Prospect Theory as applied in the study of people’s health behaviours.

scholarly journals Actors' Role in Public Asset Management -- A Study of Limboto Lake in Gorontalo, Indonesia

2018 ◽  
Author(s):  
Muh Firyal Akbar
Keyword(s):  
Private Sector ◽  
Asset Management ◽  
Public Management ◽  
New Public Management ◽  
Program Planning ◽  
Academic Research ◽  
Lake Management ◽  
Community Empowerment ◽  
Public And Private ◽  
The Government

Three pillars of development 1) Government, 2)Private Sector, and 3) Society. They had the role and function inanswering public’s questions and became a motor ofdevelopment in providing solutions especially in assetmanagement of Limboto Lake. Lake Rescue had made eitherthrough academic research, community empowerment, and FGDby various agencies until the signing the MoU between localgovernment and city in 2006. However, it was considered too lateto follow-up. The Implementation of Regulation No. 1 of 2008 onthe Limboto Lake management had not accompanied by concreteefforts, effectively and continuously by the government, society,or even private sector. The political administration aspects ofJapesda Gorontalo showed that the management of Lake Rescuewas not done in isolation. The public’s role was needed inranging program planning; regulation, control, and preservationas an essential part in managing Limboto Lake. This study aimedto identify and describe the role of three actors in themanagement of public assets Limboto Lake. Tis study use casestudy approach. The research location was in Limboto Lake ofGorontalo. The technique of collecting data was observation,interview, and documentation. The Data analysis began withreduction of data; presenting data and conclusion. The resultsshowed that the sector's role in public assets management ofLimboto Lake had not been based on New Public Management(NPM) which increased the social development, science, andtechnology. The Lack of information hindered the sector’s roleand government's relationship with public and private sectors toimprove the policy that public needed.

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