scholarly journals CSIR the motivational role of interactive control in the research sector: a case study

2011 ◽  
Vol 14 (4) ◽  
pp. 379-392
Author(s):  
Kurt Sartorius ◽  
Neil Trollip ◽  
Carolyn Eitzen ◽  
Enrico Uliana
Keyword(s):  
Public Sector ◽  
Performance Measurement ◽  
Balanced Scorecard ◽  
Success Factors ◽  
Interactive Control ◽  
The Public ◽  
Measurement Framework ◽  
Research Sector ◽  
Public Sector Research

Performance measurement in the public research sector is complex because of the need to configure stakeholder expectations with operational efficiency. The paper investigates the appropriateness of a performance measurement framework (PMF) in a state controlled research organization in South Africa. A case study method, combined with a survey, is used to test the research questions. The results indicate that the public sector PMF incorporated a checklist of critical success factors, it was sustainable and performance measures had been developed for all the stakeholders. Furthermore, the results indicated that the PMF had facilitated the achievement of the division’s strategic objectives, as well as ancillary objectives like motivation, learning and decision making at a local operations level. Finally, the results suggest that it may be possible to create a generic form of public sector research PMF that is based on the balanced scorecard.

scholarly journals Performance measurement frameworks in a state controlled research organization: Can the Balanced Scorecard (BSC) be modified?

2010 ◽  
Vol 41 (2) ◽  
pp. 51-63 ◽  
Author(s):  
K. Sartorius ◽  
N. Trollip ◽  
C. Eitzen
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Value Chain ◽  
Research Organization ◽  
Hybrid Form ◽  
The Balanced Scorecard ◽  
Measurement Framework ◽  
Research Sector ◽  
Significant Difference

The development of multiple stakeholder performance measurement frameworks (PMF) is a complex process in the public research sector. The objective of the paper was to investigate whether the performance measurement framework (PMF) of a state owned research organization could be adapted to the Balanced Scorecard (BSC). A conceptual framework developed a hybrid form of BSC that could be applied in a research setting before describing a case study setting. A case study, as well as a survey was employed to investigate the research questions. The results suggest that the research sector PMF incorporated the properties the organization’s value chain, as well as reflected its strategies and key actions. Furthermore, suitable performance measures had been created for all the organization’s stakeholders. Further inductive analysis indicated that the PMF resembled a hybrid form of BSC based on the Moullin (2002) public sector framework. Finally, the results indicated that the PMF motivated its researchers at operations level, however, a survey of opinions suggests there was a significant difference in opinion between different categories of researchers.

Inter-organisational information sharing in the public sector: A longitudinal case study on the reshaping of success factors

2017 ◽  
Vol 34 (4) ◽  
pp. 567-577 ◽  
Author(s):  
Fredrik Karlsson ◽  
Magnus Frostenson ◽  
Frans Prenkert ◽  
Ella Kolkowska ◽  
Sven Helin
Keyword(s):  
Public Sector ◽  
Information Sharing ◽  
Success Factors ◽  
Longitudinal Case Study ◽  
The Public

scholarly journals Legitimacy and relevance of a performance measurement system in a Finnish public-sector case

2019 ◽  
Vol 17 (2) ◽  
pp. 177-199
Author(s):  
Toni Mättö ◽  
Jenna Anttonen ◽  
Marko Järvenpää ◽  
Antti Rautiainen
Keyword(s):  
Public Sector ◽  
Performance Measurement ◽  
Measurement System ◽  
Practical Importance ◽  
Performance Measurement System ◽  
Content Type ◽  
The Public ◽  
Case Organization ◽  
A Performance

Purpose This study investigates the difficulties involved in translating stakeholder expectations into action and maintaining legitimacy through the use of a performance measurement system (PMS) created in a Finnish regional development company (RDC). This longitudinal case study illustrates the fluctuating and socially constructed nature of legitimacy in the public sector. Design/methodology/approach This qualitative case study longitudinally analyzes the various developments occurring during and after the development of a PMS system for the case organization. Empirical data include interviews, workshops, observation and other materials relating to the case organization. Findings The initial interest in operational improvement changed to legitimation-seeking behavior by the case organization when the measures created were modified to accord with the changed preferences of the key stakeholders. However, the pursuit of legitimacy for the RDC was made difficult by the outcome-oriented, changing and contradictory nature of stakeholders’ demands. This study’s findings reveal a continuous mismatch between organizational activities and the board’s expectations, leading to the eventual closure of the organization. Practical implications The findings help to analyze the legitimacy and relevance of PMSs in public-sector projects. The study highlights the practical importance of analyzing the different legitimacy priorities of various stakeholder groups, such as politicians and entrepreneurs. Originality/value The study analyzes the fluctuating nature of legitimacy longitudinally in the public-sector context from the stakeholder perspective. This study analyzes a situation where the stakeholders’ evaluations of the legitimacy of the organization, and the PMS developed, change over time, complicating the accounting for stakeholders.

Mergers and acquisitions in the public research sector. Toward a comprehensive typology

2020 ◽  
Author(s):  
Barbara Heller-Schuh ◽  
Benedetto Lepori ◽  
Martina Neuländtner
Keyword(s):  
Public Sector ◽  
Mergers And Acquisitions ◽  
Regional Distribution ◽  
Two Dimensions ◽  
Public Research ◽  
The Public ◽  
Research Sector ◽  
Sector Research ◽  
Public Sector Research ◽  
First Time

Abstract While the literature on firm mergers and acquisitions (M&A) is quite extensive, systematic approaches to analyze mergers in the public research sector are still scarce and focus only on the higher education sector. This article provides, for the first time, systematic empirical evidence on the extent and characteristics of M&A in public-sector research in Europe, by building on a novel dataset comprising demographic events since the year 2000. The goal of this study is to characterize such events in terms of organizations involved, types of events, and regional distribution. We find that M&A constituted a major change process within European public research. Nearly 400 events occurred in Europe between 2000 and 2016 with an increasing trend over time; M&A involved nearly one-fifth of public-sector research organizations and were geographically distributed across two-fifths of all European regions. Demographic events concerned primarily specialist institutions and to a larger extent public research entities and colleges. While the strong involvement of colleges was expected from the literature, for the first time we can show the extensive restructuring which took place in the public research entity sector. On the contrary, well known and prestigious university mergers, largely driven by the quest for international visibility, constituted only 10% of the events. Finally, we identified six broad groups of events characterized in terms of two dimensions, i.e. whether the involved organizations are active on the same or different markets and the extent of overlap between subject offerings.

scholarly journals IPTEKS BALANCE SCORECARD DI DINAS KOMUNIKASI INFORMATIKA PERSANDIAN DAN STATISTIK PROVINSI SULAWESI UTARA

2018 ◽  
Vol 2 (02) ◽  
Author(s):  
Evilyn Mega Anjali Suenaung ◽  
Jessy D. L. Warongan
Keyword(s):  
Public Sector ◽  
Performance Measurement ◽  
Balanced Scorecard ◽  
Information Coding ◽  
Balance Scorecard ◽  
Regional Office ◽  
The Public ◽  
Work Program ◽  
North Sulawesi ◽  
Standard Set

Performance is the achievement or level of success of a person or group of people who have exceeded the standard set. The higher the achievement of the work the better it will be and vice versa. To find out the achievement, it is necessary to measure performance. In the scope of the public sector where performance measurement is very important because performance measurement can help to determine the level of achievement of the success of activities or work program from an agency both within the scope of the region to the center. For the reason, in knowing the level of performance it is necessary to measure performance. Performance measurement in this study uses a balanced scorecard concept, where the performance measurement is assessed based on four perspectives. Where from these four perspectives will be seen the performance achieved by the Office of Communication, Information, Coding and Statistics of North Sulawesi Province. Through the four perspectives of the balance scorecard it will be known in any scope the performance of the Regional Office of Communication, Information, Coding and Statistics of North Sulawesi Province still needs to be emproved.Keywords : Performance, Performance Measurement, Balance Scorecard

scholarly journals PENERAPAN KONSEP BALANCED SCORECARD DALAM PENGUKURAN KINERJA INSTANSI PEMERINTAH PADA INSTITUT PEMERINTAHAN DALAM NEGERI

2019 ◽  
Vol 45 (2) ◽  
pp. 189-202
Author(s):  
Rasidi Rasidi ◽  
Rudi Sadmoko
Keyword(s):  
Public Sector ◽  
Performance Measurement ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Measurement Data ◽  
Performance Measurement System ◽  
The Balanced Scorecard ◽  
The Public ◽  
Performance Report ◽  
The Government

Performance in the public sector is multidimensional and comprehensive, so that the nature of output produced by the public sector is more intangible output, so to measure the performance of the public sector it is necessary to choose a comprehensive performance measurement technique that is the Balanced Scorecard. Research Objectives to describe the application of each Balanced Scorecard perspective in measuring agency performance. The research method used is descriptive qualitative method. IPDN is a public sector organization with a main focus on output that is "producing competent, character and personality cadres of government" which ultimately to serve and improve the welfare of the community. Thus the need for innovative development in implementing a comprehensive organizational performance measurement system that can be implemented by the work unit in measuring the performance of agencies as outlined in the Government Agency Performance Report. The concept of the Balanced Scorecard is integrated into the IPDN Strategic map and then mapped in the perspective mapping matrix, indicators, weights, and sources of measurement data, so that formulations for Organizational Performance Values ​​can be identified. The modification of the Balanced Scorecard method applied by IPDN agencies includes 4 (four) perspectives namely Customer & stakeholders perspective, Financial perspective, Internal business process perspective, and Learning and Growth perspective. Keywords: Balanced Scorecard, Strategic map, performance

Mapping Stakeholder Expectations of a Publicly Funded Post-Secondary Institution: A Balanced Scorecard Perspective

2020 ◽  
pp. 0000-0000
Author(s):  
Katelyn Stejskal ◽  
Naqi Sayed ◽  
Camillo Lento
Keyword(s):  
Higher Education ◽  
Public Sector ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Success Factors ◽  
Policy Debate ◽  
Publicly Funded ◽  
Stakeholder Expectations ◽  
Post Secondary ◽  
The Public

Reservations are generally expressed about the applicability of performance management tools, which were primarily developed for the private sector, to public sector institutions. One of the concerns relates to the corporatization of public sector entities, which can lead to the erosion of the public interest. Sensitivities are especially high with higher education. However, increasing budget deficits and a focus on financial stewardship is driving more public entities toward the adoption of these techniques. One tool that has become widely adopted in this regard is the Balanced Scorecard ("BSC"). We attempt to legitimize the use of the BSC for a publicly-funded post-secondary institutions by developing a strategy map based upon community-based stakeholder expectations. Cause-and-effect relationships between key success factors ("KSF") are explored with the Decision-Making Trial and Evaluation Laboratory method. Our paper contributes to the public policy debate on the expected role of higher education while identifying causal relationships between KSFs for the purpose of strategy implementation.

scholarly journals Performance Driven Culture in the Public Sector: The Case of Nordic Countries

2021 ◽  
Vol 11 (1) ◽  
pp. 4
Author(s):  
Michaela Kotková Stříteská ◽  
Yee Yee Sein
Keyword(s):  
Public Sector ◽  
Performance Measurement ◽  
Local Governments ◽  
High Performance ◽  
Nordic Countries ◽  
The Public ◽  
Practice Performance ◽  
Key Characteristics ◽  
Public Sector Organizations

Public sector organizations face a lack of efficiency and ineffectiveness in providing their mandates due to fear of change among the public service workers. Public sector managers can instill a high performance-driven culture in employees of the public sector. For this reason, the study aims to define a set of key characteristics of organizational culture that contribute to effective performance measurement and management of public sector organizations. The qualitative research method is employed in this paper using case study comparative analysis. To get the objectives of the study, selected local governments from three different Nordic countries are analyzed. As discovered from the case study analysis, these local governments have successfully constructed and implemented performance measurement and management systems. Concurrently, they practice performance-driven culture key characteristics to achieve their organizational targets without any significant difficulties. Three key characteristics (strong performance-driven leadership, report and communicate performance, review and discuss performance) are used in all selected local governments, and one (the reward system) is missing. All four key characteristics are employed only in Helsinki, which is a benchmark for other local governments. This study’s results can thus serve as an example of best practice for other public sector organizations within Europe.

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