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2022 ◽  
Vol 7 (1) ◽  
pp. 410-440
Author(s):  
Mona Othman ◽  
Norida Basnan ◽  
Azlina Ahmad ◽  
Mohd Fairuz Md Salleh

Background and Purpose: The Integrated Reporting framework as emphasised by The International Integrated Reporting Council (IIRC) in 2013 (revised 2021), was accepted as one of the mechanisms nationwide to enhance public accountability. However, far fewer studies examined the intersection of the Integrated Reporting (IR) framework and the public sector. Addressing the gap, reviews of the literature were presented synthesising the adoption of the IR framework across public administration.   Methodology: By drawing upon SCOPUS, Science Direct and Mendeley databases were employed to generate academic literature beginning in 2011 through 2020. Following the inclusion and exclusion processes, 23 articles were selected and analysed by using ATLAS.ti 8.   Findings: The findings of the review were discussed qualitatively and quantitatively. Particular discerning were the qualitative findings; the findings outlined insights into key developments on the IR framework across the following groups, namely, ‘Fundamental Concepts’, ‘Guiding Principles’, and ‘Content Elements’. Key aspects of challenges concerning the adoption of existing frameworks in public administration were discussed.   Contributions: Future research might better consider developing a more appropriate IR framework for public administration, a framework that integrates policy and practice. By focusing on the academic literature emphasising the IR framework, academics, regulators, and reporting organisations could formulate appropriate strategies for public administration.   Keywords: Framework, integrated reporting, public sector, thematic review.   Cite as: Othman, M., Basnan, N., Ahmad, A., & Md Salleh, M. F. (2022). The integrated reporting framework across public administration: A thematic review. Journal of Nusantara Studies, 7(1), 410-440. http://dx.doi.org/10.24200/jonus.vol7iss1pp410-440


Author(s):  
Radosław Wolniak ◽  
Izabela Jonek-Kowalska

The creative services sector plays an important and constantly growing role in the modern economy. This publication presents the results of extensive research on the functioning of the creative sector in Polish cities, conducted on a representative sample of 287 cities located throughout Poland. The sample was good in such a way as to maintain the structure by province. The survey included questions rated on a 5-point Likert scale. The aim of the research was to study the functioning of the creative sector in Polish cities and to determine whether the active involvement of public administration in its development has a positive impact on this sector. The research was carried out on the example of a medium-sized European country, which is Poland. The original contribution of the authors of the publication is to demonstrate, on a large research sample, the existence of a positive impact of the municipal office’s activities on the creative sector for example using special funds to boost creativity sector in the city, and to ascertain the existence of a linear relationship between the city size and the level of the creative sector functioning in it.


2022 ◽  
pp. 17-32
Author(s):  
R. M. Vulfovich

The analysis of the problem field is a serious problem from the methodological and methodical point of view. The solution of this problem becomes particularly difficult in cases when the object under study is characterized by a high level of structural and process diversity, has a dynamic character, i. e. it is constantly evolving, and exists in many variants with the presence of the invariant enshrined in international acts and legislation of most states. The end of the last century was a period of rethinking of many concepts that define the complex processes of political and social interaction of various levels and elements of the system of power and public administration in Russia. The adoption of the Constitution of the Russian Federation in 1993 put forward fundamental problems that needed to be solved to move the country along the path of democratization, build a market economy and form an effective governing system. Article 12 of the first chapter establishes the autonomy of local self-government as an institution, guarantees its protection from excessive state influence. This provision reflects the global trend of consolidating the right to local self-government in democratic states. However, the European Charter of Local Self-Government includes a provision on the independence of local self-government in resolving issues of local significance only within the framework of state legislation, i. e. it establishes its subordinate nature. The latter provision automatically makes local self-government part of the unified system of public power and public administration, which is reflected in the corresponding amendment to Ch. 8 of the Constitution of the Russian Federation “Local self-government” in 2020. This makes t relevant he problem of the local authorities ‘ own powers, the division of functions between them and state authorities to achieve the fundamental goal of the modern state — to ensure an optimal uniform quality of life throughout the territory. The purpose of the article is to characterize the problem field in which the concepts of “public power” and “public administration” are defined and analysed in the context of considering local self-government as a key actor of both systems. The objectives of the research are to determine the boundaries of this problem field, its structure, as well as the difference in approaches to this problem in the works of Russian and foreign authors, including scientists from Central Asian countries.


2022 ◽  
Author(s):  
Paul Plantinga

The digitalisation of public services is implicated in fundamental changes to how civil servants make decisions and exercise discretion. Most significant has been a shift in responsibility away from ‘street-level bureaucrats’ to ‘system-level bureaucrats’; a technology-savvy community of officials, consultants and private enterprises involved in the design of information technology systems and associated rules. The relatively recent inclusion of artificial intelligence (AI) and data-driven algorithms raises new questions about the conflation of policy formulation and system development activities, but also intensifies concerns about the epistemic dependence and policy alienation of public officials. African public administrations are in an especially vulnerable position with respect to the adoption of AI, and so this chapter seeks to synthesise lessons from previous digital implementations on the continent, and considers the implications for AI use. Four broad considerations emerge from the review of literature: Integrity of recommendations provided by decision-support systems, including how they are influenced by local organisational practices and the reliability of underlying infrastructures; Inclusive decision-making that balances the (assumed) objectivity of data-driven algorithms and the influence of different stakeholder groups; Exception and accountability in how digital and AI platforms are funded, developed, implemented and used; and a Complete understanding of people and events through the integration of traditionally dispersed data sources and systems, and how policy actors seek to mitigate the risks associated with this aspiration.


2022 ◽  
pp. 009539972110693
Author(s):  
Lieke Oldenhof ◽  
Rik Wehrens ◽  
Roland Bal

Despite the “turn to values” in Public Administration, there is still a lack of empirical research in situ that investigates how various stakeholders in interaction develop strategies to deal with conflicting values over time. By using a new pragmatist approach, this article fills in this gap by investigating policy experiments in Dutch healthcare. The results show how professionals, citizens, and policymakers differently valued the worth of policy experiments, which manifested itself in multiple value conflicts. To deal with these conflicts, stakeholders adopted different strategies: colonization, compromising, prioritization, short-cutting, organizational enmeshing, and pilotification. The results show a shift from exclusive top-down strategies to inclusive multi-value strategies over time.


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