Incorporating agile practices in public sector it management: A nudge toward adaptive governance

2021 ◽  
pp. 1-21
Author(s):  
Maija Ylinen
Keyword(s):  
Public Sector ◽  
Large Scale ◽  
Resistance To Change ◽  
Digital Transformation ◽  
Organizational Level ◽  
It Management ◽  
Management Approach ◽  
Adaptive Governance ◽  
Public Sector Organizations ◽  
It Department

Public sector organizations are moving from digitalization toward digital transformation. However, this fast-paced and fundamental transformation can be difficult to manage with traditional approaches. One solution is the application of agile methods and adaptive governance. Currently, it is not clear whether the agile mindset can be successfully adopted by public sector organizations, which value stability over agility. To provide a much-needed example of how the agile approach can be introduced in the context of the public sector, this paper presents the findings of a single case study of a municipal IT department. The case shows how the IT department adopted an agile IT management approach in response to the growing demand for digital services and the effects of the digital transformation inside the IT department and throughout the municipality. The findings reveal that introducing agile IT management in public sector IT departments can help improve operational flexibility, collaboration, and customer service despite barriers, such as traditional operational structures, and resistance to change. Consequently, bottom-up agile experiments can drive large-scale agile transformations, especially if such transformations are also accepted at the organizational level.

scholarly journals Digital Transformation of the German State

2021 ◽  
pp. 331-355
Author(s):  
Ines Mergel
Keyword(s):  
Public Sector ◽  
Large Scale ◽  
Public Services ◽  
Digital Transformation ◽  
Legacy Systems ◽  
Legal Basis ◽  
German State ◽  
Administrative Responsibilities

AbstractDigital transformation of the German public sector is embedded in a large-scale reform focussing on digitalisation and de-bureaucratisation of public services. By 2022, 575 public services will have been digitised. Digitalisation is, however, a contested topic in Germany: modernisation efforts have been stalled resulting in backlogs and the delay of IT consolidation of outdated legacy systems. At the same time, however, innovation pockets are emerging across all levels of government. The chapter first provides an overview of the legal basis of digital transformation, centralised and decentralised organisational embeddedness of administrative responsibilities and then highlights insights into selected implementation cases.

Exploring the relationships between the learning organization and organizational performance

2015 ◽  
Vol 38 (2) ◽  
pp. 126-148 ◽  
Author(s):  
Mohan P. Pokharel ◽  
Sang Ok Choi
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Learning Organization ◽  
Positive Impact ◽  
Mediating Effect ◽  
Organizational Level ◽  
Individual Group ◽  
Content Type ◽  
Public Sector Organizations ◽  
The Individual

Purpose The purpose of this research is to evaluate the Dimensions Of Learning Organization Questionnaire (DLOQ) framework from the perspective of public sector organizations. We have used performance indicator data after organizational learning inspired intervention in a semi-autonomous network of public sector organizations. Design/methodology/approach This study used original administrative data to track the learning progress, as measured by a ratio of access to funding sources. The study also collected survey data using tailored DLOQ instruments and then determined the efficacy of DLOQ framework for public sector organizations. Several data analysis techniques were used to specify a final set for the learning organization instrument with construct validity and instrument reliability. Confirmatory factor analysis was selected to test the construct validity for the measurement of the dimensions of the learning organization and to verify the adequacy of the item to factor associations and the number of dimensions underlying the construct. Findings We found evidence that confirms that the organizational level (particularly the system connection) has a positive impact on organizational performance and a mediating effect on the relationships between the individual/group levels of learning organization characteristics and organizational performance. This study extends the Watkins and Marsick’s (1993, 1996) learning–organization framework that helped to produce case-specific outcomes such as the extent of error reduction. This framework provides a useful structure for other researchers to study learning dimensions and their relationships with other organizational performance variables. The results also show evidence of internal consistency and the construct reliability of the dimensions of the learning organization. Research limitations/implications Care should be taken in generalizing the structural equation model identified in this study. Because of the multidimensional and complex nature of the learning organization, the research setting for this study might be only one of the possible settings that specify the relationships among different levels of the learning organization and performance outcomes. There are rather complicated interactions among these dimensions and in each attribute of a learning organization. Originality/value This study theoretically confirms that the organizational level (particularly the system connection) has a positive impact on organizational performance and a mediating effect on the relationships between the individual/group levels of learning organization characteristics and organizational performance. This study also methodologically shows evidence of internal consistency and the construct reliability of the learning organization measures along with significant efficiency gain in theory.

scholarly journals Pengaruh Komitmen Organisasional terhadap Resistance to Change di Organisasi Sektor Publik

2018 ◽  
Vol 5 (1) ◽  
pp. 25
Author(s):  
MOH. NASIH
Keyword(s):  
Public Sector ◽  
Local Government ◽  
Resistance To Change ◽  
Total Sample ◽  
Accounting System ◽  
Government Employees ◽  
Continuance Commitment ◽  
The Public ◽  
Public Sector Organizations ◽  
Cash Basis

Changes in the organizational environment sometimes is needed and even inevitable. Local government as one of the public sector organizations also deal with the changes. One of the changes faced by the public sector is a change from the cash basis accounting system into accrual basis. This study examines the effect of organizational commitment on resistance to change of local civil servants. The total sample of this study used a total of 77 respondents from one local government in East Java. This study found that higher normative commitment of local government employees, level of resistance to change will be lower. This study didn’t found any effect of afective commitment and continuance commitment to the resistance to change

scholarly journals Hybrid organizational forms in public sector’s digital transformation: a technology enactment approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Benjamin Faro ◽  
Babak Abedin ◽  
Dilek Cetindamar
Keyword(s):  
Public Sector ◽  
Information Management ◽  
Organizational Form ◽  
Digital Transformation ◽  
Organizational Forms ◽  
Enterprise Information ◽  
Content Type ◽  
Public Sector Organizations ◽  
Technology Enactment ◽  
Different Levels

PurposeThe purpose of this paper is to examine how public sector organizations become nimbler while retaining their resilience during digital transformation.Design/methodology/approachThe study adopts a hermeneutic approach in conducting deep expert interviews with 22 senior executives and managers of multiple organizations. The method blends theory and expert views to study digital transformation in the context of enterprise information management.FindingsDrawing on technology enactment framework (TEF), this research poses that organizational form is critical in the enactment of technologies in digital transformation. By extending the TEF, the authors claim that organizations are not in pure bureaucratic or network organizational form during digital transformation; instead, they need a hybrid combination in order to support competing strategic needs for nimbleness and resilience simultaneously. The four hybrid organizational forms presented in this model (4R) allow for networks and bureaucracy to coexist, though at different levels depending on the level of resiliency and nimbleness required at each point in the continuous digital transformation journey.Research limitations/implicationsThe main theoretical contribution of this research is to extend the TEF to illustrate that the need for coexistence of nimbleness with stability in a digital transformation results in a hybrid of networks and bureaucratic organization forms. This research aims to guide public sector organizations' digital transformation with extended the TEF as a tool for building the required organizational forms to influence the technology enactment to best meet their strategic needs in the digital era.Practical implicationsThe results from expert interviews point to the fact that the hybrid organizational forms create a multi-modal organization, extending the understanding of enterprise information management. Depending on the department or business needs, a hybrid organizational form mode would be dominant. This dominance creates a paradox in organizations to handle both resilience and nimbleness. Therefore, the 4R model is provided as a guide to public sector managers and consultants to guide strutting their organization for digital transformation.Originality/valueThe model (4R), the extended TEF, shows that organizations still work towards networks and bureaucracy; however, they are not two distinct concepts anymore; they coexist at different levels in hybrid forms depending on the needs of the organization.

scholarly journals Strategic Management Practices: An Investigation of Public Sector Organizations in the Kingdom of Bahrain

2017 ◽  
Vol 9 (3) ◽  
pp. 47-60
Author(s):  
Wajdi Abushabab ◽  
Reza Abdi
Keyword(s):  
Public Sector ◽  
Strategic Planning ◽  
Strategic Management ◽  
Management Practices ◽  
Leading Edge ◽  
Survey Method ◽  
Management Approach ◽  
Public Sector Organizations ◽  
New Strategy ◽  
Challenging Environment

Several authors argued that strategic planning is limited and not producing the needed outcomes. In today’s increasingly challenging environment, it is argued that public sector organizations are expected to shift from traditional strategic planning to the strategic management approach in order to achieve their desired outcomes. Previous research has focused almost upon developed, and not on developing countries, for instance, the Kingdom of Bahrain. This study will be the first of its kind to focus on strategic management practices based on the new strategy of Bahrain for 2030. Using quantitative survey method, this paper aims to explore the progress of the transition from strategic planning to the strategic management approach in the public sector of Bahrain, and then the paper explores the elements that are related to successful strategic management approach in these organizations. The findings reveal that the progress in the transition from strategic planning to a strategic management approach in most of the organizations surveyed was limited. However, some of the organizations were found to be at the start of such a transition and this may be a good sign. Additionally, the findings reported many leading edge elements that are closely related to this transition.

Talent Management in Public Sector Organizations: A Study on the Impact of Contextual Factors on the TM Approach in Flemish and Dutch Public Sector Organizations

2017 ◽  
Vol 46 (4) ◽  
pp. 391-418 ◽  
Author(s):  
Marian Thunnissen ◽  
Dorien Buttiens
Keyword(s):  
Public Sector ◽  
Contextual Factors ◽  
Talent Management ◽  
Institutional Logics ◽  
Management Approach ◽  
The Public ◽  
Talented People ◽  
External Context ◽  
Public Sector Organizations ◽  
The Impact

Public sector organizations are confronted with the intensifying competition for talent and suffer from a chronic shortage of talented people. There is little empirical research on the specific talent management (TM) issues in the public sector. This article aims to clarify how public sector organizations conceptualize TM, and particularly what (contextual) factors influence the adoption of an inclusive or a more segmented people management approach in the public sector. Theory on institutional mechanisms and institutional logics is used to clarify the impact of contextual factors. The empirical data are collected in two substudies on TM in the public sector. The data show that TM is highly contextual. Both the organizational internal and external context affect the intended TM strategy, including the actors involved in TM and their interrelated logs. This article is among the first to explore conceptually and empirically the influence of institutional logics on the different aspects of TM approach and as such provides some new directions for future TM research.

PROJECT MANAGEMENT PRACTICE IN NIGERIAN PUBLIC SECTOR – AN EMPIRICAL STUDY

2012 ◽  
Vol 01 (08) ◽  
pp. 01-07
Author(s):  
OLATEJU Olawale I. ◽  
ABDUL-AZEEZ Ibraheem A. ◽  
ALAMUTU Salimonu A.
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Developing Economies ◽  
Resistance To Change ◽  
Management Practice ◽  
Descriptive Analysis ◽  
Primary Data ◽  
Management Approach ◽  
Use Of Resources ◽  
Tools And Techniques

The application of Project Management (PM) tools and techniques in public sector is gradually becoming an important issue in developing economies, especially in a country like Nigeria where projects of different size and structures are undertaken. The paper examined the application of the project management practice in public sector in Nigeria. The PM Lifecycles, tools and techniques were presented. The study was carried out in Lagos because of its metropolitan nature and rapidly growing economy. Twenty three copies of questionnaire were administered to 23 public institutions in Lagos to generate primary data. The descriptive analysis techniques using percentages and table presentations coupled with coefficient of correlation were used for data analysis. The study revealed that application of PM tools and techniques is an essential management approach that tends to achieve specified objectives within specific time and budget limits through optimum use of resources. Furthermore the study noted that there is lack of in-depth knowledge of PM tools and techniques in public sector institutions sampled, also high cost of application was also observed by the respondents. The study recommended among others that PM tools and techniques should be applied gradually especially in old government institutions where resistance to change is perceived to be high.

scholarly journals Adoption of Information Technology Among Small and Medium Enterprises in Indian Context

2019 ◽  
Vol 8 (12) ◽  
pp. 2242-2247 ◽  
Keyword(s):  
Information Technology ◽  
Technology Adoption ◽  
Large Scale ◽  
Resistance To Change ◽  
Small And Medium Enterprises ◽  
Digital Transformation ◽  
Indian Government ◽  
Information Technology Adoption ◽  
The Government ◽  
Medium Enterprises

Digital India is one of the vital initiatives introduced by our Indian Government to “Develop the online infrastructure” and to make sure that the Services given to the citizens by the government is available to them digitally. The target year to transform digital in all the sectors is set us 2020 and it is expected to happen based on successful adoption of information technology.Adopting information technology results in „Digital Transformation‟ and it is realized as the needful change of the hour by the entrepreneurs in all the sectors. Though the large scale organisations are comparatively in ready state for Digital transformation, most of the Small and Medium Enterprises (SMEs) have their own challenges in adopting information technology. This article has included the prime challenges in information technology adoption such as digital Illiteracy, connectivity, compatibility, cybercrime threat, inter departmental co-ordination, financial affordability and resistance to change Mind set. In spite of all these challenges, digital transformation is identified as unavoidable and vital in the present business scenario. Hence, the researcher has taken an attempt to identify the influencers and inhibitors involved in the process of information technology adoption among the SMEs in Tamilnadu State by analysing their demographic and organisational variables. The research results interpret about the digital perception of the SMEs, their difficulties and readiness to adopt information technology. The research findings highlight the prevailing need for digital literacy and better connectivity for better digital transformation.

Sign in / Sign up

Export Citation Format

Share Document