Governing Cross-Sector,Inter-Organizational Collaborations

Abstract

This article addresses the governance of cross-sector, inter-organizational collaboration in the context of public administration and management. It conceptualizes the governance of collaborations in terms of structures and processes that enable actors to direct, coordinate and allocate resources for the collaboration as a whole and to account for its activities. It argues that the need to pay attention to considerations of ‘collaborative governance’ and ‘governing collaboration’ in cross-sector collaborations gives rise to a number of challenges and tensions that need to be addressed if the governance form is to be sustained and the collaboration is to yield advantage.     

A diagnosis of leadership effectiveness in the Irish public sector

Abstract

As Ireland has followed other countries in modernizing its public sector according to the principles of ‘new public management’ (without introducing market mechanisms on the same scale as its Anglo-Saxon counterparts), the capacity of its public managers to supply the leadership required to drive this programme forward has been identified as a crucial factor affecting its sustainability. A broadly representative sample of Irish public managers has been surveyed using the Leadership Effectiveness Analysis diagnostic instrument to identify those behaviours that need to be developed since they are infrequently used or can moderate the liabilities associated with frequently used behaviours. The findings of this study are interpreted within the context of a broader literature that debates the distinctiveness, significance and malleability of organizational leadership, in general, and the possibility of achieving a balance between different and, at times, conflicting public leadership behaviours, in particular.     

Searching for managerial discretion: how public managers engage managerialism as a rationalization for increased latitude of action

ABSTRACT

This article focuses on the managerial discretion that public managers experience. More specifically, it discusses how managerialism is an embedded ideological stance that influences understandings of public sector governance. I argue that managers’ perceptions of discretion are affected by these understandings. The analysis draws on empirical data from a longitudinal study, demonstrating how public managers engage discourses emanating from managerialism in order to rationalize increased discretion. The findings suggest that customer perspectives functions as a rationalizing factor for engaging public managers’ transition towards increased discretion. As such, this article contributes to knowledge about managerial discretion as well as managerialism.     

Public enterprise governance

Abstract

Public enterprise management displays unique inherent tensions between its ‘publicness’ and ‘enterprise’ elements. The complex dynamics between these two sometimes overlapping and sometimes conflicting notions in managing a public enterprise can be interpreted with the aid of the concepts of governance. Public enterprise governance can be understood in terms of the dynamics among actors from the state, market and civil society in governing and managing collective affairs, each of very different values, norms and logics. This article introduces an analytical framework using the concepts of governance and public enterprises, and applies it to the wholly government-owned railway corporation, Kowloon – Canton Railway Corporation (KCRC) in Hong Kong. The KCRC can be regarded as commercially successful but this profitable public corporation has been plagued with many public governance controversies in its twenty-year history. Lessons from three major cases (the golden handshake affair, Long Valley saga and Siemens fiasco) are discussed.     

Managing Change,or Changing Managers? The role of middle managers in UK public service reform

Abstract

Drawing upon interview data from three case study organizations, we examine the role of middle managers in UK public service reform. Using theory fragments from organizational ecology and role theory, we develop three role archetypes that middle managers might be enacting. We find that rather than wholesale enactment of a ‘change agent’ role, middle managers are balancing three predominant, but often conflicting, change-related roles: as ‘government agent’, ‘diplomat administrator’ and, less convincingly, ‘entrepreneurial leader’. Central government targets are becoming the main preoccupation for middle managers across many public services and they represent a dominant constraint on allowing ‘managers to manage’.     

Agreeing to disagree? Explaining self–other disagreement on leadership behaviour

ABSTRACT

Leadership research tends to treat differences among ratings of the same leaders as measurement error. Our study makes such varying perceptions of leadership behaviour its main phenomenon of investigation. We conceptualize divergent leadership ratings based on the difference between managers’ self-ratings and team members’ assessments of leadership behaviour. Using data from three German public organizations on 51 teams and 190 leader–follower dyads, we find that divergent leadership ratings are a function of managers’ motivation, their use of managerial reflection routines, and team members’ personality. The findings point to the importance of using multisource feedback and developing managers’ self- and other-awareness.     

Collaboration,Co-Production,Networks: Convergence of theories

Abstract

This article suggests a framework to study service delivery networks that draws on the theories of collaboration, co-production, and networks combined. We introduce four dimensions of co-production under ‘coproduction-oriented collaborations’. This framework allows us to ‘zoom in and zoom out’ when we study networks. Using the case method approach, the framework is applied to analyse four networks in Singapore. Findings suggest that network process, network structure, and characteristics of actors are crucial to a network’s performance and coproduction’s effectiveness. This article also offers implications for practice that in certain contexts the usage of these concepts is for managerial effectiveness and not for enhancing democratic values.     

Public Management Research

Abstract

Are public management researchers sufficiently addressing the contemporary challenges and changes in the real world of public management, including the challenges identified by public management practitioners themselves? If research is to be relevant for senior public managers, it should engage with these contemporary trends and challenges. The article thus raises some normative as well as analytical aspects of research. Research effort should place considerable weight on understanding and responding to the challenges articulated by public management practitioners. This will enable researchers and practitioners to navigate better the ‘swamp’ of complex and wicked problems, rather than be content with theory-building on the ‘high ground’.     

Managing Cultural Diversity in Collaborations: A focus on management tensions

Abstract

This article explores the management of cultural diversity in public and not-for-profit collaborations spanning organizational, professional and national boundaries. Through the framing of a culture paradox, it identifies three interrelated tensions pertaining to the management of cultural diversity towards collaborative advantage. These tensions address: interactions between organizations within a collaboration; interactions between individual actors and their orientation towards the collaboration and their host organization; and the quantity and extent of cultural diversity within a collaboration. The culture paradox and its inherent management tensions provide theoretical and practical conceptualizations that are relevant to management and governance of collaboration.     

Book Reviews

Abstract

The system for monitoring, regulating and reporting on the way in which UK government ministers make appointments to the boards of public bodies is a relatively neglected area of public management. A decade after the establishment of the Office of the Commissioner for Public Appointments (OCPA), little attention has been paid by academics to the functioning of this agent of accountability (a particularly British device), despite the importance of transparency and accountability for the new public management and modernization. This article seeks to examine the key issues surrounding the Commissioners for Public Appointments as agents of accountability, by examining the tensions in the relationship between OCPA and the executive, variations in the governance arrangements for the Commissioners across the devolved polity and the key findings and recommendations of a number of official reports, while locating these issues in the context of current debates about modernization and ‘representativeness’ in public bodies.     

Public Leadership: A review of the literature and framework for future research

Abstract

This study analyses and reviews the literature on public leadership with a novel combination of bibliometric methods. We detect four generic approaches to public leadership (i.e. a functionalist, a behavioural, a biographical and a reformist approach) which differ with regard to their philosophy of science (i.e. objective vs subjective) and level of analysis (i.e. micro-level vs multi-level). From our findings, we derive four directions for future research which involve shifting the focus from the aspect of ‘leadership’ to the element of ‘public’, from simplicity to complexity, from universalism to cultural relativism and from public leadership to public followership.     

Barriers To New Modes Of Horizontal Governance

Abstract

Across the world public managers are attracted to the narratives of governance and networks. However, implementing new strategies of policy making is difficult, above all when these conflict with the rules and beliefs of existing institutions. This article explores the barriers public managers encounter, the mechanisms underlying and perpetuating these barriers and possible interventions. Using a theoretical framework based on sense-making theory, three case studies are presented in the field of sustainable agriculture. Five types of barriers are discussed: (1) conflicting convictions about good policy making; (2) stereotyping partners; (3) framing of the situation; (4) fear of undermining existing policy; and (5) cover-up strategies.     

Managerial Objectives and the Governance of Public and Non-Profit Organizations

By investigating managerial objectives, we test the simultaneous need for both control (agency theory) and collaboration (stewardship theory) in public and non-profit governance. We construct a discrete choice experiment to elicit preferences of managers in Belgian public and non-profit nursing homes. The results confirm that boards of nursing homes may experience pressure to simultaneously control and collaborate with their managers, thereby suggesting that agency and stewardship theory can be combined into a more general internal governance framework. We conclude by providing some policy implications to improve public and non-profit governance.     

Seeing Like a City‐State: Behavioural Planning and Governance in Egypt's First Affordable Gated Community

Haram City is Egypt's first ‘affordable’ gated community, hosting both aspirational middle‐class homeowners and resettled poor urban residents. Amidst legal ambiguity during Egypt's 2011–2013 revolutionary period, the management team of this public–private partnership was tasked with creating a ‘fully self‐sufficient’ city. While Haram City is the product of top‐down ‘seeing like a state’ master planning (Scott, 1998 ), the day‐to‐day resolution of class vulnerabilities and disputes over ‘reasonableness’ in city life requires forms of interpersonal adjudication otherwise addressed through local urban law—‘seeing like a city’ (Valverde, 2011 ). This article uses ethnography of management techniques aiming to ‘upgrade behaviour’ to theorize that a private entity, in a strategically indeterminate relationship with the state, reconciles future‐oriented planning and storied prejudices by merging two visions of governance. Imitating the repertoire of urban law, managers plan the very realm of bottom‐up decision making. They then adapt top‐down urban planning to bottom‐up dispute resolution to spatially consolidate the ‘consensual’ outcomes of a rigged game. Evoking both colonial Egyptian vagrancy laws and neoliberal paternalist welfare, ‘seeing like a city‐state’ governance amounts to authoritarianism that conceals itself within custom, appearing neutral so as to plan streets, codes and inner lives at once.     

Budgetary Models,Motivation and Engagement in Financial Collaborations

Abstract

This article focuses on the financial aspects of collaborative working between public authorities and other private and voluntary sector organizations. Drawing on research on five English case studies involving local authorities, it considers the extent to which decisions to collaborate and modes of working together are shaped and mediated by financial considerations. In particular, the research highlights differences in ‘budgetary form’ (pooled or aligned), individual partner ‘motivation’ (selfless/altruistic or self-interested) and ‘level of engagement’ (active commitment or passive involvement) as key variables that help to understand how and why some financial collaborations are more successful than others.     

Public–Private Partnerships in Health Services Delivery

Abstract

In this article, we conceptualize public–private partnerships (PPPs) from a network organizations perspective, and apply interorganizational relations (IOR) to study fifteen PPPs in a district health system in the state of Rajasthan in India. We find that the Government occupies a dominant position in the network because of the centrality of its functions, authority and control over resources and information. There is greater reliance on formal mechanisms of co-ordination. For effective network governance, it is imperative to reduce the power asymmetry, develop horizontal co-ordination, trust and social capital, and enhance public managers’ capacity for effectively managing interorganizational relationships.     

Municipal corporatization in Germany and Italy

Abstract

During the last few years, the local government sector in European countries has undergone a number of important changes. Among the various reform initiatives has been the externalization of public services, such as corporatization, contracting-out, public–private partnerships and privatization. The key goal of this article is to describe and explain the evolution of local public services provision in the two selected countries, with a particular focus on ‘corporatization’. The article seeks to draw a picture of the actual municipal landscape with the administrative core and its various corporations. Furthermore, it will discuss the reasons for corporatization trends and their impact on the corporate governance structures of municipalities in Germany and Italy.     

Who Speaks,and in What Voice? The Challenge of Engaging ‘The Public’ in Health Policy Decision-Making

Abstract

Despite widespread calls for greater public involvement in governance, especially in relation to health policy, significant challenges remain in identifying any such legitimate ‘public’ voice. This research investigates this problem through a case study. It examines how actors experienced and interpreted a government-commissioned citizen’s jury on health spending prioritization in relation to the work of the local health care consumers’ organization. The analysis highlights an unproductive tension around this encounter, and points to more complementary ways in which such top–down and bottom–up efforts might be coordinated. It, therefore, contributes significantly to efforts to strengthen the public voice in contemporary health governance.     

Actions speak louder than words: how employees mind the implementation gap

Abstract

Integral to employees’ working lives are the HR policies and more importantly, the practices that follow those and their implementation, which employees experience directly. To date, research on HR implementation considers how HRM is ‘done to’ employees by management and therefore ignores the agency of individuals to shape how HRM is ‘done to them’. Taking the perspective of employees, in a qualitative study of female lawyers, this paper examines employees’ roles in shaping HR implementation, addressing a lack of understanding about the role of ‘others’ in the process. Drawing on the concept of social power, the article focuses on the implementation of agile working practices within UK-based law firms. It finds that despite lacking legitimate position power to influence processes, employees draw on a variety of other power sources (e.g. referent, information, coercive) and tactics (e.g. leveraging membership of professional networks) in order to influence their working environment with respect to HR policy and practice, particularly in response to perceived implementation gaps. The current study underlines that employees may be integral to bridging the gap between policy and practice and therefore to ensuring the link between HRM and organisational performance. It also proposes that behavioural responses to HR practices should be considered in future theorising of the HRM-performance relationship.     

Relationship marketing in museums: influence of managers and mode of governance

ABSTRACT

On the bases of relationship marketing and social capital, this paper aims to explore whether museums’ external relationships depend on managers and internal relationships as well as on mode of governance. The empirical findings of a hierarchical regression analysis for a sample of 556 museums indicate that close relationships with the external environment require managerial social capital and a supportive culture that favours internal cohesion. Finally, public museums directly run by government entities remain too bureaucratic and lack incentives to promote internal cohesion as well as relationships with customers and other stakeholders. Implications for managers are discussed.