scholarly journals How the Perception of Public Official on Organizational Culture Influences Procedural Justice in Environmental Policy Processes

2021 ◽  
Vol 12 ◽  
Author(s):  
Meng Yuan

How does the organizational culture of local governments influence the type and extent of procedural justice in environmental policy processes? Using the culture theory developed by Mary Douglas and others, this research seeks to bring a new conception and new measures of organizational culture to the study of policy making by local governments. To contribute to the development of the conceptualization and measurement of procedural justice in the environmental policy processes of those governments, item response theory (IRT) graded response model (GRM) is used to show variations in difficulties and frequencies of adopting distinctive public participation strategies for improving procedural justice across local governments. In this study, original survey data is collected from Illinois municipalities and a finding is suggestive of cultural variables explaining the two dimensions of procedural justice, equal and authentic public participation, while other variables can, at best, explain only the equal public participation. Furthermore, as hypothesized, egalitarianism increases both equal and authentic public participation, individualism increases equal public participation, and fatalism decreases both.

2021 ◽  
Author(s):  
Efrén O. Pérez ◽  
E. Enya Kuo

America's racial sands are quickly shifting, with parallel growth in theories to explain how varied groups respond, politically, to demographic changes. This Element develops a unified framework to predict when, why, and how racial groups react defensively toward others. America's racial groups can be arrayed along two dimensions: how American and how superior are they considered? This Element claims that location along these axes motivates political reactions to outgroups. Using original survey data and experiments, this Element reveals the acute sensitivity that people of color have to their social station and how it animates political responses to racial diversity.


2016 ◽  
Vol 12 (1) ◽  
pp. 26-38
Author(s):  
Benny Sigiro

This study aimed to investigate the linkages the responsiveness of the budget with public participation, budget transparency and commitment of policy makers in term of local budgeting process. Based on the survey method, data for this study obtained through questionnaires submitted to the respondents include of local governments elements, legislators and public element (citizen, community leaders, NGOs, community organization and other relevant organizations) in Sleman Regency. The data were analyzed to test the hypothesis by using multiple regression analysis. The results of this research showed that public participation, budget transparency and commitment of policy makers, simultaneously and partially has a positive and significant impact on the responsiveness of the budget. The results also confirm the implications and limitations which discussed in the end of the study.   Penelitian ini bertujuan untuk mengetahui keterkaitan respon dari anggaran dengan partisipasi masyarakat, transparansi anggaran dan komitmen dari pembuat kebijakan dalam hal proses penganggaran daerah. Berdasarkan metode survei, data untuk penelitian ini diperoleh melalui kuesioner yang diajukan kepada responden meliputi pemerintah daerah elemen, legislator dan elemen masyarakat (warga negara, tokoh masyarakat, LSM, organisasi masyarakat dan organisasi terkait lainnya) di Kabupaten Sleman. Data dianalisis untuk menguji hipotesis dengan menggunakan analisis regresi berganda. Hasil penelitian ini menunjukkan bahwa partisipasi publik, transparansi anggaran dan komitmen dari pembuat kebijakan, secara simultan dan parsial memiliki dampak positif dan signifikan terhadap respon dari anggaran. Hasil ini juga mengkonfirmasi implikasi dan keterbatasan yang dibahas dalam akhir penelitian.


2013 ◽  
pp. 117-125
Author(s):  
Andrea Matkó

The connection between organizational culture and leadership has been examined by several researchers (Schein, Schmircik, Bass) and it is proven that there is a link between them. The leader shapes the organizational culture and at the same time the organizational culture shapes the leader too. The middle managers of local governments place the major emphasis on the dimension of goal orientation for the future. From the leadership perspective they find charismatic, goal and team oriented leadership necessary for the future. The local governments have to answer the challenges of the rapidly changing environment. Quick responses and adjustments are only possible if the leader possesses a clear future vision and not only sets short-term goals but plans for the future and estimates the necessities on the long run. It is important to have a leadership with utmost dedication to the organization and to the objectives of the organization. The leaders must raise the interests of the employees, involve them in the process of setting goals and in finding ways to meet those goals, and that the employees should no longer strive to realize their own personal ambitions but focus on the common objectives. This brought transformational leadership to light. The leader establishes and shapes the organizational culture but the individuals and teams working for the organization have impact on the organizational culture as well. This becomes apparent in the organizational culture as middle managers would place the major emphasis on performance orientation. Performance orientation is a dominant motivation based on excellence, hard work, pre-calculated risk, fore planning, goal orientation and regular feedback, which shapes the leadership too, as the leader has to change as well, in order to run the organization. Scheins’ standpoint reflects the best the relationship between the organizational culture and the leadership. Schein claims that organizational culture and leadership are interwoven phenomena, as the leader shapes the culture but after a while the organizational culture itself shapes the leader too.


2021 ◽  
Vol 1 (4) ◽  
pp. 221-229
Author(s):  
Khulil Fathuroni

This study aims to show the influence of Organizational Culture and Procedural Justice on Organizational Citizenship Behavior (Study on IT Companies In Special Region of Yogyakarta) which is focused on the high low organizational culture of a company. Samples in this study as many as 9 IT companies with convenience sampling method. The population in this study is all IT companies in Isitimewa Area of Yogyakarta. The data type in this study is primary data. The data source in this study is the results of surveys, interviews and filling out questionnaires from employees of IT companies in the Special Region of Yogyakarta who became research samples. The results of this study show that organizational culture and procedural justice have a significant effect on organizational citizenship behavior in IT companies in Dareah Istimewa Yogyakarta. But for companies whose organizational culture is low organizational culture has no effect on organizational citizenship behavior in IT companies in the Special Region of Yogyakarta.


1997 ◽  
Vol 2 (2) ◽  
pp. 159-170 ◽  
Author(s):  
Troy D. Abel ◽  
J. Thomas Hennessey

Since 1970, much of state and local activity in environmental protection involved implementing or enforcing national mandates. Recent developments in the United States suggest that some subnational jurisdictions have taken and are taking significant steps to address local environmental problems within, and beyond, national mandates. This suggests that there may be opportunities for state and local governments to address emerging local environmental policy issues. With any opportunity to address emerging local environmental policy issues is the question, Can state and local governments effectively implement new strategies to address emerging environmental issues? This article examines two cases where state and local governments have taken and are taking a prominent role in addressing water quality problems. The cases, although different in time and focus, argue that state and local governments can, and have, provided leadership on such issues. Much of the early effort to push for national environmental mandates was based on the assumption that state and local governments were incapable of addressing the environmental challenges facing them. The two cases presented in this article suggest that more than national mandates are required to overcome local limits. Among the required components for successful state and local government efforts suggested by these cases are experimentation, innovative combinations of public and private organizations at the local and state levels, and flexible federal support for local action.


Anthropology ◽  
2013 ◽  
Author(s):  
Perri 6 ◽  
Paul Richards

Mary Douglas b. 1921–d. 2007 was an anthropologist and social theorist working in the Durkheimian tradition. Most anthropologists know her 1966 book Purity and Danger (Douglas 1966, cited under Social Organization in Microcosm), and perhaps Natural Symbols (Douglas 1970, cited under Variation in Elementary Forms of Institutions and Social Organization). In other disciplines her The World of Goods (Douglas and Isherwood 1979, cited under Explanation, Institutionalization, and Ritual) and How Institutions Think (Douglas 1986, cited under Explanation, Institutionalization, and Ritual), Risk and Blame (Douglas 1992, cited under Variation in Elementary Forms of Institutions and Social Organization), Leviticus as Literature (Douglas 1999a, cited under Social Organization in Microcosm) and Thinking in Circles (Douglas 2007, cited under Late Ethnographic Work) have been very influential. She argued that institutional social organization exhibits only limited variation in its elementary forms, although in empirical settings, many hybrids of these forms are available. These institutional forms of social organization and disorganization shape and therefore causally explain “thought styles,” meaning the manners in which people classify, remember, forget, feel, and so on. The causal mechanism by which organization cultivates thought style, she argued, works through quotidian ritual, even for those who reject grand public ceremonial: “As a social animal, man is a ritual animal” (Douglas 1966, cited under Social Organization in Microcosm, p. 63). Douglas cross-tabulated Durkheim’s two dimensions of institutional variation in social organization (from Durkheim’s book Suicide)—social regulation and social integration, or, as she called them, “grid” and “group.” These forms specify organization and thought style in any setting, irrespective of technological sophistication or field of endeavor. In Suicide, Durkheim attended to the apices of the dimensions; Douglas concentrated on forms derived deductively in the resulting four cells. These forms are hierarchy (strong regulation and integration), individualism (weak regulation and integration), enclave (weak regulation, strong integration), and isolate ordering (strong regulation, weak integration). Contrary to the conventional wisdom that there is a “micro-macro problem,” Douglas argued that the same elementary forms organize people at the large and small scales alike. Methodologically, she argued that research should identify things that are anomalous within the prevailing classifications, examine how those anomalies are dealt with (or not), and seek to explain them functionally. She examined empirical anomalies about animals, dirt (for which she revived Lord Chesterfield’s definition of “matter out of place”), risks, and dangers. In her last years, she applied her method to ancient Israel as revealed in the Hebrew Bible, showing how distinct styles of composition are cultivated among authors and editors from different institutional settings. Her theory is a fully specified rival both to postmodernist rejections of causal explanation and to narrower rational choice conceptions of explanation by reference to interests and a single thought style. Other researchers extended her theory by supplying theories of change, dynamics, disorganization, hybridity, and settlement among elementary forms.


2019 ◽  
Vol 11 (17) ◽  
pp. 4696 ◽  
Author(s):  
Guo ◽  
Bai

As an essential stakeholder of environmental resources, the public has become the third force which assists in promoting environmental governance, together with local governments and polluting enterprises. In this paper, we construct a mediation model and a 2SLS (Two Stage Least Square) model to illustrate the role of public participation based on inter-provincial panel data of China from 2011 to 2015. The results indicate that the advantages of handling informational asymmetry and enhancing social supervision are the two logical starting points of involving public participation in environmental governance. As the public has no executive power, they can participate in environmental governance in an indirect way by lobbying local governments’ environmental enforcement of polluting enterprises. In addition, their deterrent of polluting enterprises can also generate effects similar to local governments’ environmental enforcement, and such a deterrent will help promote environmental governance directly. At the present time in China, the effects of public participation in environmental governance are mainly reflected in the form of back-end governance, while the effects of front-end governance are not remarkable enough. This research is of great significance in perfecting China’s environmental governance system by means of arousing and expanding the public’s rights to participate in environmental governance.


2015 ◽  
Vol 13 (3) ◽  
pp. 521-535 ◽  
Author(s):  
Beata Mikusova Merickova ◽  
Juraj Nemec ◽  
Mária Svidroňová

The new approaches to the delivery of local public services include co-creation. In this paper, we focus on two local public service delivery actors: local governments and civil society. Our objective is to identify different types of co-creation in social innovations and the relevant drivers and barriers that account for the success or failure of co-creation processes at the local government level in Slovakia, focusing on the fields of welfare and the environment. The main findings of our analysis are that co-created innovations are mostly initiated by non-governmental actors, and that most local governments have neutral or even negative attitudes to co-created innovations. We provide a positive case study, in which the local government was open to co-creation, and public services were provided in an alternative way. Our study uses a qualitative approach and is based on original survey data from our own research, conducted mainly within the ‘Learning from Innovation in Public Sector Environments’ (LIPSE) research project.


2019 ◽  
Vol 50 (2) ◽  
pp. 133-147 ◽  
Author(s):  
Adam Eckerd ◽  
Roy L. Heidelberg

Participation and administration have long had an uneasy coexistence. On one hand, public participation in decisions that affect citizens is consistent with citizenship and democracy; on the other hand, much of what government does is complex and requires some level of technical understanding to make decisions. In this article, we report on public administrators’ perceptions of public participation and the ways that they understand the participation process. We find that public participation is managed by public administrators; they determine the extent of participation, shape the ways that the participation takes place, and decide whether or not participation is valuable for their work. In some cases, the process is rather democratic, whereas in others, it is not. We find that it is up to administrators to shape the spaces for participation and select the participants in a manner consistent with their understanding of the task to be accomplished. We explore this process in the context of Environmental Impact Analysis under the National Environmental Policy Act.


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