Entrepreneurship at the Local Government Level: Stimulating and restraining forces in the Swedish waste management industry

Abstract

This article explores influential forces on public sector entrepreneurship in two different organizational forms: the local government administration and the local government corporation. In arguing for the need to consider the context of organizational form, this article presents a development beyond existing research on public entrepreneurship (PE) which so far has been conducted only to a limited extent. The inductive analysis identifies factors not previously perceived as influential on PE. These findings support the importance of distinguishing between organizational forms. Finally, the findings can be used for formulating hypotheses possible to test in larger research designs.     

Managing Persistent Tensions on the Frontline: A Configurational Perspective on Ambidexterity

Ambidexterity research has noted that firms’ simultaneous pursuit of exploration and exploitation causes organizational tensions that are difficult to resolve. To make these tensions manageable, scholars have generally suggested that senior managers take the central role in designing organizational solutions, such as the structural separation or contextual integration of the exploratory and exploitative tasks. Yet, in an inductive study of ten corporate innovation initiatives, we find that our informants assigned far less importance to the senior managers’ initial design choices than to the frontline managers’ subsequent configurational practices. Frontline managers used these practices to constantly adapt and align their initiatives’ organizational contexts, which allowed them to cope with persistent exploration‐exploitation tensions in their daily business activities. Based on these empirical insights and drawing on paradox theory, we develop a configurational perspective on ambidexterity, where frontline managers play a more central, proactive, and strategic role than purported by the established design perspective on ambidexterity.     

Local Government Modernization: UK and Comparative Analysis from an Organizational Perspective

This article analyses three strands of local government modernization. The first takes an overview of the development of 'modernization' and 'improvement' of local government in the UK under the Labour government since 1997 and the overall programme of reform. We discuss both the shifts and the continuities with the previous decade and a half of the 'new public management' of Conservative administrations. We examine the implicit assumptions about how to achieve organizational and cultural change, arguing that much modernization is premised on a mechanistic metaphor of organizational change. The second section of the article examines other metaphors and theories of organizational change, arguing for the need to consider institutional and organizational perspectives in analysing local government modernization. The third section of the article then applies some organizational concepts to the comparative analysis of local government modernization.     

国有大型资源型企业与属地政府协调机制研究

国有大型资源型企业与属地政府的协调关系是影响我国经济社会发展的重要因素之一。结合国有大型资源型企业和属地政府的行为目标及特征，分别从经济、社会和环境方面探析两者的关系现状，深入剖析税费、产业结构、劳动就业、文化活动、生态环境、基础设施等方面的协调关系，从建设服务型政府、增强企业社会服务和扩大企业辐射功能等方面，提出国有大型资源型企业与属地政府协调机制构建思路。     

Ambidexterity under digitalization: A tale of two decades of new media at a Swedish newspaper

The digitalization of the newspaper industry represents a significant challenge for incumbent companies to engage new technologies. Many companies in the industry have had to seek new markets through digital technologies to survive. This paper explores how one of the largest Swedish newspapers, Aftonbladet, has strategically embraced new media and new markets. We report a decade of engaged scholarship based on interviews and archival analysis that covers 20 years of strategic acts at the company. We consider this effort as a case of organizational ambidexterity under digitalization. The analysis seeks to extend theoretical understanding of the interrelationships between strategic intent and technological choice. The paper contributes to the understanding of ambidexterity under digitalization by theoretically framing it in terms of strategic acts. The research suggests that digitalization implies a more complex ambidexterity interrelationship between old and new markets and technologies. As digitalization enables the loosening of previously tight couplings, the clear theoretical distinction between old and new, and critically, the unproblematic transition, is brought into question. The paper suggests replacing the notion of an orderly shift from the old to the new with ambidexterity under digitalization as a duality of both old and new undergoing continual reconfiguration.     

政府与中介组织:互动关系分析及协作机制构建

随着社会变迁速度日益加快,政府已经无力单独处理各种经济社会问题,于是开始寻求与各种兴起的社会组织协作,中介组织在这一过程发挥着越来越重要的作用,因此,十分有必要深入剖析政府与中介组织的互动关系,并在此基础上构建两者之间的协作机制。     

A Socio‐Psychological Perspective on Team Ambidexterity: The Contingency Role of Supportive Leadership Behaviours

In addressing the notion of team ambidexterity, we propose that socio‐psychological factors (i.e., team cohesion and team efficacy) may help team members to resolve paradoxical challenges and to combine exploratory and exploitative learning efforts. In addition, we theorize that senior executives may play an important role in facilitating the emergence of ambidexterity at lower hierarchical levels. In doing so, we develop a multilevel contingency framework and propose that the effectiveness of teams to achieve ambidexterity is contingent upon supportive leadership behaviours at the organizational‐level. Using multilevel, multisource, and temporally separated data on 87 teams within 37 high‐tech and pharmaceutical firms, we not only reveal how team cohesion and efficacy may matter for the emergence of team ambidexterity but also show that the effectiveness of supportive leadership behaviours from senior executives varies across cohesive and efficacious teams.     

The relationship of managerial values and assumptions with performance management in Turkey: understanding within culture variability

The present study examined the relationship of managerial values and assumptions with performance management (PM) practices with the aim of understanding the within culture variability in the managerial implementation of PM in the context of a developing country – Turkey. The model of culture fit served as the theoretical basis of this study. Data were gathered from 214 business organizations in Turkey. Participating managers completed a self-administered questionnaire, which assessed managerial values, employee-related managerial assumptions, and PM practices. The proposed model and the hypothesized relationships were examined through structural equation modelling. Results revealed that managerial values and assumptions were significantly related to their PM practices, above and beyond the established organizational PM systems. Managers were more likely to implement practices the way it was congruent with their values and assumptions.     

企业薪酬战略与组织结构的匹配

企业的薪酬战略应该与企业的组织结构相匹配,在不同的组织结构下应实施不同的薪酬战略.本文首先对组织结构进行了分类;然后对薪酬战略进行了分析;最后探讨了薪酬战略和组织结构的匹配机制.     

Local fiscal multipliers and spillover effects: Evidence from Philippine regions

Fiscal policy in developed countries has been a rich topic since the Great Recession. However, research has remained limited for developing countries despite their similar use of fiscal policy and concerns about the efficiency of public spending. To help address this research gap, this paper provides a case study of multiplier effects of local government spending in regions in the Philippines as well as spillover effects of local government spending across regions. An instrumental variable based on the country’s intergovernmental transfer system is used to identify regional public spending in panel regressions. The local fiscal multiplier is estimated to be above one, where a 1-peso rise in spending by local government units in a region corresponds to a 1.2-peso rise in regional output. Multiplier effects are highest for capital expenditures and appear to be primarily driven by the services sector. Spillover effects are comparatively large, at around 1.8–2.0, highlighting the important role of domestic trade when stimulating regional economic activity.     

浅论一线管理者提高工作满意度和组织承诺水平

本文认为易被忽视的一线管理者在企业处于作业管理中心的位置,对企业的发展起着十分重要的作用。提高工作满意度和组织承诺水平是释放一线管理者对企业贡献的潜能的重要途径和手段。     

The impact of managerial skills on employee outcomes: a cross cultural study

Leaders with global skills are in demand by MNCs. Global management skills depend on the applicability of management practices across cultures. Using data from managers in 50 countries, this study examines the interaction effect of cultural values and managerial skills on two outcomes, employees' attitudes and workgroup effectiveness. Our results indicate that cultural values tend to have a greater effect when a manager is less skilled than when the manager is highly skilled. When the manager is highly skilled, the interaction effects of culture tend to disappear. The practical and research implications of these findings are discussed.     

The Relationship between Organizational Culture and Energy Performance: A Municipal Energy Manager Level Study

For energy managers, finding personal meaning in the activities they are engaged in and gaining an identity in connection between energy efficiency and organizational goals is a necessary condition to mobilize passion and commitment, which in turn are fundamental to achieve organizational goals under tight budget constraints. Despite this, little is known about how municipalities, which are typical budget‐constrained organizations, can enhance the empowerment of employees with roles as energy managers. This paper draws from the literature on the person–organization fit in order to adapt and test the hypothesis that multiple dimensions of organizational culture are strong predictors of perceived managerial and technical energy performance. Data from 729 questionnaire responses from energy managers of Italian municipalities show that formalization, team orientation, innovation, centralization and reward systems are the key elements that enable energy managers to act as business partners instead of task managers. Causal relations are discussed and presented along with theoretical and policy implications that can provide inspiration also to private organizations. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment     

“大会计”与地方政府性债务治理:作用机理与分析框架

地方政府性债务风险已超出常规财政和经济问题的范畴而上升至国家治理的层面,成为当前全面深化改革的一个突破口。基于会计管理的本质提出"大会计"概念,对"大会计"服务国家治理的作用机理进行了初步论证;借助"大会计"分析框架,从财政和预算管理、绩效考核、政府会计、内部控制和国家审计等视角对地方政府性债务风险的成因和治理问题进行梳理。研究发现:作为一种技术性治理手段的"大会计"在地方政府性债务治理中发挥着不可替代的重要作用,预算管理、绩效评估、政府会计、内部控制和国家审计之间需要良性互动、有序推进。     

地方政府融资平台贷款风险的分析与思考

为了有效防范财政金融风险,保证经济持续健康发展和社会稳定,国务院部署加强地方政府融资平台的管理和处理融资平台公司的债务工作。本文从地方政府融资平台贷款的现状,分析了其内在组织结构,并通过分析平台贷款的潜在风险,相应的给出了一些规范地方政府融资平台贷款的对策。     

Ambidextrous culture,contextual ambidexterity and new product innovations: The role of organizational slack and environmental factors

Contextual ambidexterity, defined as the simultaneous pursuit of alignment and adaptability at business unit, is linked to several organizational outcomes including improved performance and innovation outcomes. Extant research posits ambidextrous organizational culture as an important enabler to contextual ambidexterity but suffers from a lack of a well‐meaning scale for the same. In addition, there is very little understanding as to how tasking and facilitating environment can be on firms' endeavour for contextual ambidexterity and the outcomes thereof. Therefore, the current piece of research has twin objectives using two separate studies. First, to develop a scale for ambidextrous organizational culture construct and second, to analyse the role played by the external forces (munificence and dynamism) and internal slack resources on the relationships between ambidextrous organizational culture and contextual ambidexterity and between contextual ambidexterity and new product innovation outcomes through an empirical investigation in India. Using structural equation modelling on data from 414 respondents, we found environmental munificence to strengthen the relationships between ambidextrous organizational culture and contextual ambidexterity and between contextual ambidexterity and new product innovation outcomes. On the other hand, environmental dynamism had a dampening impact on these relationships. Our findings also suggest that for low slack organizations, dynamic and unmunificent environments magnified the negative impact on an organisation's ambidexterity efforts and new product innovation outcomes.     

The influence of organizational context on the managerial turnover–performance relationship

This study performs a comprehensive examination of organizational context in the relationship between managerial turnover and organizational performance. Using theoretical frameworks of human and social capital, we focus on the moderating roles of entity size, employment system, industry brand, and location. To test our hypotheses, we worked with the company records of a multinational fashion retail group with more than 4,000 stores grouped into eight different brands and 100,000 employees in more than 31 countries. To estimate the causal contextual effects of the relationship between voluntary managerial turnover and organizational performance, we designed a quasi-experiment using propensity score matching analysis. Our results show that the dysfunctional side of managerial turnover is significant for stores that are large, for stores managed under a primary employment system, for brands operating with higher levels of service orientation, and for countries with more restrictive employment protection legislation. We discuss the implications of these findings for practice and for future research.     

Racial harassment and job satisfaction in South Africa: the moderating effects of career orientations and managerial rank

Employee job satisfaction is a strong predictor of pivotal individual and organizational outcomes, e.g. commitment, productivity, retention. This study examines the mediating role of workplace racial harassment in the association of employee racioethnicity and job satisfaction in the South African context. Furthermore, this study investigates the moderating effects of career-related variables, i.e. career orientations and managerial rank. Results of a survey of 154 employees in South Africa indicate that black South Africans experience more workplace racial harassment than white employees and thus show lower job satisfaction. Moreover, the detrimental effects of workplace racial harassment on job satisfaction are more pronounced among highly career-oriented individuals and/or among employees with no or low managerial rank. The implications of these findings for theory and practice are discussed.     

Organizational Identification during a Merger: The Role of Self‐Enhancement and Uncertainty Reduction Motives during a Major Organizational Change

Past research focuses predominantly on self‐enhancement as a motive underlying organizational identification even though there have been several calls for examining multiple motives of identification. Our research explores the interplay of the self‐enhancement and the uncertainty reduction motives in shaping identification during a major organizational change: a merger of a business unit with its parent corporation. Based on analysis of survey responses collected from 751 employees of the merging business unit, we find that the self‐enhancement motive, measured via attractiveness of perceived organizational identity and perceived external prestige, continues to influence identification during this merger. However, its effects are diminished when considering the effect of the uncertainty reduction motive. In particular, in addition to affecting identification directly, this latter motive, measured via agreement with projected identity of the business unit and identification with a distal target (i.e., the parent corporation), decreases the effect of perceived external prestige on business unit identification. Our research answers longstanding calls for understanding organizational identification motives beyond self‐enhancement, and shows how multiple identification motives work during a major organizational change: a time when identification is strongly needed, yet hard to garner.