Professionalism in Defence Acquisition

2017 ◽  
pp. 242-262
Author(s):  
David M Moore
Keyword(s):  
Decision Making ◽  
Public Sector ◽  
Paradigm Shift ◽  
Professional Knowledge ◽  
Acquisition Performance ◽  
The Public ◽  
Customer Perspective ◽  
Professional Prerogative ◽  
Contextual Setting ◽  
And Training

This chapter discusses the nature of professionalism generally and then in the contextual setting of defence acquisition. Changing socio-political and economic pressures have resulted in a paradigm shift in the way that the public sector based business of defence acquisition is undertaken. There is policy movement towards greater commercialism but the rhetoric has not necessarily led to improvement in performance. Indeed, criticism of acquisition performance has been constant for some time. With improved professionalism, and the legitimisation of the professional prerogative and practice of personnel within the acquisition community, a move away from reliance upon process led decision making, could result in enhanced acquisition performance. This requires the development of relevant knowledge, in a suitable format, such that acquisition professionalism can enable an ‘Intelligent Customer' perspective. It recognises the need for education and training, balanced with relevant experience as the basis of professional knowledge and the concept of an ‘Intelligent Customer'.

Framing Information Technology Governance in the Public Sector: Opportunities and Challenges

2015 ◽  
Vol 11 (4) ◽  
pp. 89-101 ◽  
Author(s):  
Khalifa Al-Farsi ◽  
Ramzi EL Haddadeh
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Public Sector ◽  
It Governance ◽  
Decision Makers ◽  
The Public ◽  
Technology Governance ◽  
Support Organizations ◽  
Information Technology Governance ◽  
Decision Making Processes

Information technology governance is considered one of the innovative practices that can provide support for decision-makers. Interestingly, it has become increasingly a de facto for organizations in seeking to optimise their performance. In principle, information technology governance has emerged to support organizations in the integration of information technology (IT) infrastructures and the delivery of high-quality services. On the other hand, decision-making processes in public sector organisations can be multi-faceted and complex, and decision makers play an important role in implementing technology in the public sector. The aim of this paper is to shed some light on current opportunities and challenges that IT governance is experiencing in the context of public sector services. In this respect, this paper examines the factors influencing the decision-making process to fully appreciate IT governance. Furthermore, this study focuses on combining institutional and individual perspectives to explain how individuals can take decisions in response to institutional influences.

scholarly journals A Framework of High-Stakes Algorithmic Decision-Making for the Public Sector Developed through a Case Study of Child-Welfare

2021 ◽  
Vol 5 (CSCW2) ◽  
pp. 1-41
Author(s):  
Devansh Saxena ◽  
Karla Badillo-Urquiola ◽  
Pamela J. Wisniewski ◽  
Shion Guha
Keyword(s):  
Decision Making ◽  
Child Welfare ◽  
Public Sector ◽  
High Stakes ◽  
The Public

G2C Marketing

2014 ◽  
pp. 67-84
Author(s):  
Babak Sohrabi ◽  
Amir Khanlari
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Paradigm Shift ◽  
Public Management ◽  
New Public Management ◽  
Customer Orientation ◽  
Relationship Management ◽  
The Public ◽  
New Public ◽  
The Relationship

Public administration has been challenged by “new public management” and “government redesign” paradigms. In addition, the relationship between government and citizen has been changed dramatically based on the mentioned paradigm shift. Customer orientation in the public sector is one of the changes originated from the private sector’s principles and paradigms. Nowadays, scholars emphasize applying concepts and techniques of customer orientation in e-government. In this text, firstly, customer orientation and its importance in government activities, especially e-government, is described. Then, principles, applications, and experiences of citizen relationship management as a technique of customer-oriented governments are described.

G2C Marketing

2015 ◽  
pp. 2183-2199
Author(s):  
Babak Sohrabi ◽  
Amir Khanlari
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Paradigm Shift ◽  
Public Management ◽  
New Public Management ◽  
Customer Orientation ◽  
Relationship Management ◽  
The Public ◽  
New Public ◽  
The Relationship

Public administration has been challenged by “new public management” and “government redesign” paradigms. In addition, the relationship between government and citizen has been changed dramatically based on the mentioned paradigm shift. Customer orientation in the public sector is one of the changes originated from the private sector's principles and paradigms. Nowadays, scholars emphasize applying concepts and techniques of customer orientation in e-government. In this text, firstly, customer orientation and its importance in government activities, especially e-government, is described. Then, principles, applications, and experiences of citizen relationship management as a technique of customer-oriented governments are described.

scholarly journals Managing divided loyalties in the emerging profession of community engagement

2019 ◽  
pp. 144078331987924
Author(s):  
Helen E Christensen
Keyword(s):  
Decision Making ◽  
Public Sector ◽  
Community Engagement ◽  
Ad Hoc ◽  
Public Institutions ◽  
Structured Interviews ◽  
Unique Role ◽  
The Public

Community engagement practitioners design, deliver, report and evaluate processes which invite the community to influence decision-making. It is a unique role, with practitioners serving two masters: the organisations that employ or contract them and the communities whose views they are engaged to elicit. In balancing these interests, practitioners experience a number of tensions in their work, and employ a variety of methods to address them. This article draws on a series of 20 semi-structured interviews with senior practitioners and finds that these tensions mainly relate to: the need to serve both the community and the engagement sponsor, their position in either the public sector or as a private consultants to the public sector, and the constraints and behaviours of public institutions. They way in which they manage these is relatively ad hoc, although it is often informed by principles and position.

Underlying values and competencies of public and private sector managers

2016 ◽  
Vol 5 (4) ◽  
pp. 371-387 ◽  
Author(s):  
Sean D. Darling ◽  
J. Barton Cunningham
Keyword(s):  
Decision Making ◽  
Public Sector ◽  
Private Sector ◽  
Critical Incident ◽  
Visionary Leadership ◽  
Political Environment ◽  
Public And Private ◽  
Content Type ◽  
The Public ◽  
Public And Private Sector

Purpose The purpose of this paper is to identify unique values and competencies linked to private and public sector environments. Design/methodology/approach This study is based on critical incident interviews with a sample of senior leaders who had experience in both the public and private sectors. Findings The findings illustrate distinct public and private sector relevant competencies that reflect the unique values of their organizations and the character of the organization’s environments. This paper suggests a range of distinct public sector competencies including: managing competing interests, managing the political environment, communicating in a political environment, interpersonal motivational skills, adding value for clients, and impact assessment in decision-making. These were very different than those identified as critical for the private sector environment: business acumen, visionary leadership, marketing communication, market acumen, interpersonal communication, client service, and timely and opportunistic decision-making. Private sector competencies reflect private sector environments where goals need to be specifically defined and implemented in a timely manner related to making a profit and surviving in a competitive environment. Public sector competencies are driven by environments exhibiting more complex and unresolvable problems and the need to respond to conflicting publics and serving the public good while surviving in a political environment. Originality/value A key message of this study is that competency frameworks need to be connected to the organization’s unique environments and the values that managers are seeking to achieve. This is particularly important for public organizations that have more complex and changing environments.

Models for decision-making in the public sector

Omega ◽  
1979 ◽  
Vol 7 (5) ◽  
pp. 399-409 ◽  
Author(s):  
KJ Button
Keyword(s):  
Decision Making ◽  
Public Sector ◽  
The Public

scholarly journals Artificial intelligence (AI) in strategic marketing decision-making: a research agenda

2020 ◽  
Vol 33 (2) ◽  
pp. 183-200 ◽  
Author(s):  
Merlin Stone ◽  
Eleni Aravopoulou ◽  
Yuksel Ekinci ◽  
Geraint Evans ◽  
Matt Hobbs ◽  
...  
Keyword(s):  
Artificial Intelligence ◽  
Decision Making ◽  
Public Sector ◽  
Review Literature ◽  
Strategic Marketing ◽  
Sensitive Data ◽  
Content Type ◽  
The Public ◽  
Marketing Decision ◽  
The Face

Purpose The purpose of this paper is to review literature about the applications of artificial intelligence (AI) in strategic situations and identify the research that is needed in the area of applying AI to strategic marketing decisions. Design/methodology/approach The approach was to carry out a literature review and to consult with marketing experts who were invited to contribute to the paper. Findings There is little research into applying AI to strategic marketing decision-making. This research is needed, as the frontier of AI application to decision-making is moving in many management areas from operational to strategic. Given the competitive nature of such decisions and the insights from applying AI to defence and similar areas, it is time to focus on applying AI to strategic marketing decisions. Research limitations/implications The application of AI to strategic marketing decision-making is known to be taking place, but as it is commercially sensitive, data is not available to the authors. Practical implications There are strong implications for all businesses, particularly large businesses in competitive industries, where failure to deploy AI in the face of competition from firms, who have deployed AI to improve their decision-making could be dangerous. Social implications The public sector is a very important marketing decision maker. Although in most cases it does not operate competitively, it must make decisions about making different services available to different citizens and identify the risks of not providing services to certain citizens; so, this paper is relevant to the public sector. Originality/value To the best of the authors’ knowledge, this is one of the first papers to probe deployment of AI in strategic marketing decision-making.

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