A change management perspective on public sector cutback management: towards a framework for analysis

The financial crisis forces public managers to implement cutbacks within their organization. We argue that adopting a change management perspective contributes to our understanding of cutback management by adding a focus on managerial behaviour regarding cutback-related organizational changes. Relying on change management literature, this paper develops a framework for the analysis of cutback management connecting the context, content, process, outcomes and leadership of cutback-related change. From this it follows that managers can be positioned at the intersection of various imperatives, both externally and internally, such as their political leaders and their own subordinates. A research agenda is proposed.     

Reconciling different truths about isomorphic pressure and distinctive behavior at European cooperative banks: Back to the future with Raiffeisen's principles

This article employs a new approach to address a key question in an expanding literature on European cooperative banks: are they still distinctive and sources of social innovation or did they suffer from organizational isomorphism throughout their history? First, we go back to the time when Friedrich Wilhelm Raiffeisen (1818–1888) formulated his principles for the forerunners of many contemporary cooperative banks. Subsequently, we identify areas where major adaptations to the archetypical model of cooperative banks have taken place or are still taking place today. We integrate a detailed explanation of the backgrounds and motivations of these steps with an analysis of isomorphic consequences and loss of distinctiveness that have allegedly emanated from these adjustments. Against the latter common opinion, we place an equally well‐founded dissenting view and formulate recommendations to stay on or return to the cooperative track. Thus, we reconcile conflicting assessments in scientific publications and present a balanced view on the current peculiarity of cooperative banks, substantiated by up‐to‐date figures. With the economic disruption caused by the coronavirus outbreak, we argue that, now more than ever, cooperative banks could demonstrate their solidarity, long‐term orientation and local anchoring—namely bringing Raiffeisen's principles back to the future.     

Repeated Experimentation to Learn About a Flow-Pollutant Threshold

We examine in discrete time the management of a flow pollutant that causes damage when it crosses a fixed but unknown threshold. The manager sequentially chooses a pollution level that allows learning about the threshold, thereby improving future decisions. If crossed, damage can be reversed at some cost. We analyze the conditions under which experimentation is optimal, and explore how experimentation depends on restoration costs, information about the threshold, and the discount rate. Our results suggest that the level of experimentation, defined as the difference between the optimal activity with and without learning, is non-monotonic in costs and decreasing in the discount rate. We identify two stopping boundaries for the experiment, depending on cost levels compared to the lower bound of the threshold’s interval. We show that when costs are high the stopping boundary under an infinite number of decisions is the same as when there are only two decision moments. A computational extension to more than two decisions suggests that an optimal sequence of experiments can cross the same threshold several times before experimentation ceases. These results shed light on a large class of environmental decision problems that has not been examined in the literature.