Pub Date : 2023-08-30DOI: 10.1177/09520767231198411
Colin van Noordt, R. Medaglia, Luca Tangi
Governments have been putting forward various proposals to stimulate and facilitate research on Artificial Intelligence (AI), develop new solutions, and adopt these technologies within their economy and society. Despite this enthusiasm, however, the adoption and deployment of AI technologies within public administrations face many barriers, limiting administrations from drawing on the benefits of these technologies. These barriers include the lack of quality data, ethical concerns, unawareness of what AI could mean, lack of expertise, legal limitations, the need for inter-organisational collaboration, and others. AI strategy documents describe plans and goals to overcome the barriers to introducing AI in societies. Drawing on an analysis of 26 AI national strategy documents in Europe analysed through the policy instrument lens, this study shows that there is a strong focus on initiatives to improve data-related aspects and collaboration with the private sector, and that there are limited initiatives to improve internal capacity or funding.
{"title":"Policy initiatives for Artificial Intelligence-enabled government: An analysis of national strategies in Europe","authors":"Colin van Noordt, R. Medaglia, Luca Tangi","doi":"10.1177/09520767231198411","DOIUrl":"https://doi.org/10.1177/09520767231198411","url":null,"abstract":"Governments have been putting forward various proposals to stimulate and facilitate research on Artificial Intelligence (AI), develop new solutions, and adopt these technologies within their economy and society. Despite this enthusiasm, however, the adoption and deployment of AI technologies within public administrations face many barriers, limiting administrations from drawing on the benefits of these technologies. These barriers include the lack of quality data, ethical concerns, unawareness of what AI could mean, lack of expertise, legal limitations, the need for inter-organisational collaboration, and others. AI strategy documents describe plans and goals to overcome the barriers to introducing AI in societies. Drawing on an analysis of 26 AI national strategy documents in Europe analysed through the policy instrument lens, this study shows that there is a strong focus on initiatives to improve data-related aspects and collaboration with the private sector, and that there are limited initiatives to improve internal capacity or funding.","PeriodicalId":47076,"journal":{"name":"Public Policy and Administration","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42905327","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-28DOI: 10.1177/09520767231197802
J. Torfing, E. Sørensen, M. Dečman
Co-creation has received a growing attention in the public sector as a tool for mobilizing resources, spurring public innovation, and enhancing democratic legitimacy. Reaping the fruits of co-creation largely depends on the attempts made by local leaders to facilitate effective collaboration, overcome emerging problems and obstacles, and cope with the emerging dilemmas and paradoxes. There is limited knowledge about how this is done in practice. Hence, public administration researchers must team up with local leaders of co-creation to jointly test different ways of improving the processes and results of co-creation processes. This endeavour calls for an interactive research strategy where researchers and practitioners work together to conduct design experiments aimed at improving the design of a process by iteratively diagnosing problems and obstacles that prevent goal achievement, seeking to remove the hindrances through targeted interventions, and finally measuring the impact of the interventions vis-à-vis the stated goals. This article serves the dual purpose of producing new context-dependent insights into how leaders of co-creation can tackle emerging problems and obstacles and evaluating the use of design experiments in the field of public administration. It analyses and compares six design experiments conducted in relation to local cases of co-creation that are studied using mixed methods. The main finding is that: (1) the problems emerging in co-creation processes are for the most part manageable; (2) the leadership interventions are relatively undemanding; and (3) the positive impact of most of the interventions finds support in the extant research literature.
{"title":"Reaping the fruits of co-creation through design experiments","authors":"J. Torfing, E. Sørensen, M. Dečman","doi":"10.1177/09520767231197802","DOIUrl":"https://doi.org/10.1177/09520767231197802","url":null,"abstract":"Co-creation has received a growing attention in the public sector as a tool for mobilizing resources, spurring public innovation, and enhancing democratic legitimacy. Reaping the fruits of co-creation largely depends on the attempts made by local leaders to facilitate effective collaboration, overcome emerging problems and obstacles, and cope with the emerging dilemmas and paradoxes. There is limited knowledge about how this is done in practice. Hence, public administration researchers must team up with local leaders of co-creation to jointly test different ways of improving the processes and results of co-creation processes. This endeavour calls for an interactive research strategy where researchers and practitioners work together to conduct design experiments aimed at improving the design of a process by iteratively diagnosing problems and obstacles that prevent goal achievement, seeking to remove the hindrances through targeted interventions, and finally measuring the impact of the interventions vis-à-vis the stated goals. This article serves the dual purpose of producing new context-dependent insights into how leaders of co-creation can tackle emerging problems and obstacles and evaluating the use of design experiments in the field of public administration. It analyses and compares six design experiments conducted in relation to local cases of co-creation that are studied using mixed methods. The main finding is that: (1) the problems emerging in co-creation processes are for the most part manageable; (2) the leadership interventions are relatively undemanding; and (3) the positive impact of most of the interventions finds support in the extant research literature.","PeriodicalId":47076,"journal":{"name":"Public Policy and Administration","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-08-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48510807","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-11DOI: 10.1177/09520767231191825
Evelijn Martinius
Although boundaries are typically seen as hampering inter-organizational collaboration, a lack of clear boundaries does not kindle collaboration either. This paper investigates how boundary spanners manage boundaries in inter-organizational collaboration. I draw on data from a 12-month ethnography of an inter-organizational innovation pilot between water authorities and utility owners in the Netherlands. The aim of this pilot was to improve the logistical and budgetary efficiency of renovations on dykes with underground utility systems, through collaboration between utility companies and water authorities. Findings show how pilot staff and participants were challenged by the invisibility of collaborative work: collaboration was undervalued, seen as a nuisance, and not as a core responsibility. Within the pilot potential measures of collaborative success and action were formulated, and participants learned about potential obstacles. This helped participants to see the potential of collaborative work clearer, and formulate collaborations that could move forward in acknowledgement of limitations. This paper contributes to the boundary work literature by proposing that managing the (in)visibility of boundaries is substantial to the competency of boundary spanners.
{"title":"Mission invisible? Managing boundaries for flood protection","authors":"Evelijn Martinius","doi":"10.1177/09520767231191825","DOIUrl":"https://doi.org/10.1177/09520767231191825","url":null,"abstract":"Although boundaries are typically seen as hampering inter-organizational collaboration, a lack of clear boundaries does not kindle collaboration either. This paper investigates how boundary spanners manage boundaries in inter-organizational collaboration. I draw on data from a 12-month ethnography of an inter-organizational innovation pilot between water authorities and utility owners in the Netherlands. The aim of this pilot was to improve the logistical and budgetary efficiency of renovations on dykes with underground utility systems, through collaboration between utility companies and water authorities. Findings show how pilot staff and participants were challenged by the invisibility of collaborative work: collaboration was undervalued, seen as a nuisance, and not as a core responsibility. Within the pilot potential measures of collaborative success and action were formulated, and participants learned about potential obstacles. This helped participants to see the potential of collaborative work clearer, and formulate collaborations that could move forward in acknowledgement of limitations. This paper contributes to the boundary work literature by proposing that managing the (in)visibility of boundaries is substantial to the competency of boundary spanners.","PeriodicalId":47076,"journal":{"name":"Public Policy and Administration","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-08-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45369323","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-11DOI: 10.1177/09520767231193605
Emmanuel Dockx, K. Verhoest
Public sector innovation theory argues that the extent to which governments innovate is a question of factors such as capacity, collaboration, leadership, orientation, size, and autonomy. However, public sector organizations cannot be treated as uniform entities. Different units in an organization may have different challenges, networks, and exposure to innovation resources and pressures. Using multi-level survey data from Belgian federal and Flemish public sector managers ( N=351), we provide important new knowledge to understand what characteristics and incentives at both levels (units and their organizations) should be promoted and leveraged to support managers’ perceived innovation outcomes.
{"title":"Dissecting the organization matters: Gauging the effect of unit-level and organization-level factors on perceived innovation outcomes","authors":"Emmanuel Dockx, K. Verhoest","doi":"10.1177/09520767231193605","DOIUrl":"https://doi.org/10.1177/09520767231193605","url":null,"abstract":"Public sector innovation theory argues that the extent to which governments innovate is a question of factors such as capacity, collaboration, leadership, orientation, size, and autonomy. However, public sector organizations cannot be treated as uniform entities. Different units in an organization may have different challenges, networks, and exposure to innovation resources and pressures. Using multi-level survey data from Belgian federal and Flemish public sector managers ( N=351), we provide important new knowledge to understand what characteristics and incentives at both levels (units and their organizations) should be promoted and leveraged to support managers’ perceived innovation outcomes.","PeriodicalId":47076,"journal":{"name":"Public Policy and Administration","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-08-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42800494","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-07DOI: 10.1177/09520767231191640
Prudence R. Brown
Effective administrative-political relationships are vital for the quality of public administration, both within Westminster-style systems and beyond. However, changes in political practice can put pressure on Westminster administrative conventions. More broadly, recent research interest in the changes in accountability relationships between bureaucrats and political principals and associated challenges to the neutrality of the public service have highlighted the need for further work to explore the changing operation of administrative-political relationships. This article analyses 15 key speeches of eight Australian Prime Ministers to explore whether there has been a significant shift in expectations of the public service, and whether these shifts represent a fracturing of Westminster conventions, or are a result of ongoing trends such as higher expectations of public sector responsiveness and the shift to market mechanisms consistent with New Public Management. The article makes two contributions: it analyses the approaches of Prime Ministers in Australia from different political parties over nearly 50 years and it contributes to understanding shifts in the relationship between governments and the public sector. The analysis also has implications for underlying concerns about how public institutions cope with changes in political leadership, and about how democratic institutions manage under increasingly right-wing governments.
{"title":"The shifting political-administrative interface under Westminster: Australia’s prime ministerial views from Fraser to Morrison","authors":"Prudence R. Brown","doi":"10.1177/09520767231191640","DOIUrl":"https://doi.org/10.1177/09520767231191640","url":null,"abstract":"Effective administrative-political relationships are vital for the quality of public administration, both within Westminster-style systems and beyond. However, changes in political practice can put pressure on Westminster administrative conventions. More broadly, recent research interest in the changes in accountability relationships between bureaucrats and political principals and associated challenges to the neutrality of the public service have highlighted the need for further work to explore the changing operation of administrative-political relationships. This article analyses 15 key speeches of eight Australian Prime Ministers to explore whether there has been a significant shift in expectations of the public service, and whether these shifts represent a fracturing of Westminster conventions, or are a result of ongoing trends such as higher expectations of public sector responsiveness and the shift to market mechanisms consistent with New Public Management. The article makes two contributions: it analyses the approaches of Prime Ministers in Australia from different political parties over nearly 50 years and it contributes to understanding shifts in the relationship between governments and the public sector. The analysis also has implications for underlying concerns about how public institutions cope with changes in political leadership, and about how democratic institutions manage under increasingly right-wing governments.","PeriodicalId":47076,"journal":{"name":"Public Policy and Administration","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-08-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46722665","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-05DOI: 10.1177/09520767231183864
Chantal van den Ouweland, Willem van Winden, Luca Mora
Municipalities often collaborate with other stakeholders in smart city projects to develop and implement technological innovations to address complex urban issues. We propose the shared portfolio approach as an alternative way of collaborating , because we have identified possible limitations when the commonly used single-project approach is adopted in complex contexts, such as the smart city context. The portfolio approach enhances flexibility, an embedded focus and cross-project learning, because partners work on multiple projects – either in parallel or in succession – to develop multiple solutions to a specific problem. An in-depth case study is used to illustrate how the shared portfolio approach works. In practice, these insights can be used by public bodies who aim to collaborate in smart city development or by partners who work on smart city projects and wish to continue their collaboration in a portfolio setting. Conceptually, our paper develops a connection between cross-sector partnership literature and smart city literature by revealing how the shared portfolio approach could be an effective way to deal with the complexities of innovation in the smart city context.
{"title":"Multiple pathways to solve urban challenges: A shared portfolio approach towards smart city development","authors":"Chantal van den Ouweland, Willem van Winden, Luca Mora","doi":"10.1177/09520767231183864","DOIUrl":"https://doi.org/10.1177/09520767231183864","url":null,"abstract":"Municipalities often collaborate with other stakeholders in smart city projects to develop and implement technological innovations to address complex urban issues. We propose the shared portfolio approach as an alternative way of collaborating , because we have identified possible limitations when the commonly used single-project approach is adopted in complex contexts, such as the smart city context. The portfolio approach enhances flexibility, an embedded focus and cross-project learning, because partners work on multiple projects – either in parallel or in succession – to develop multiple solutions to a specific problem. An in-depth case study is used to illustrate how the shared portfolio approach works. In practice, these insights can be used by public bodies who aim to collaborate in smart city development or by partners who work on smart city projects and wish to continue their collaboration in a portfolio setting. Conceptually, our paper develops a connection between cross-sector partnership literature and smart city literature by revealing how the shared portfolio approach could be an effective way to deal with the complexities of innovation in the smart city context.","PeriodicalId":47076,"journal":{"name":"Public Policy and Administration","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-08-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42201006","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-31DOI: 10.1177/09520767231191821
Yentl Dudink, Y. Taminiau, M. Veenswijk
Different public-private partnerships may exhibit various characteristics, yet we understand little about the impact of imbalanced power dynamics among partners on the success or failure of partnerships. This study focuses on the private actor, an incumbent bank coerced into a collaborative governance configuration aimed at addressing the wicked problem of fighting financial crime. We investigate the response strategies of organizational members to examine the impact of when hybridity is enforced, meaning that organizations are driven by a multiplicity of values and objectives. We organize these strategies in two narratives: first, organizational members respond with a strategy of separation in resisting the integration of public values; second, organizational members respond with a strategy of transcendence by aiming to resistors to adopt their belief system. The ongoing struggle with the enforced hybridity reveals the dark side of public-private partnerships as members grapple with involuntary changes that threaten the private and commercial objectives of the bank. Our key message is that when private and public actors are involved in forced collaborations, the guise of a reputable, collaborative relationship may be used to conceal negative aspects and power imbalances, which helps to overcome resistance and elicit compliance.
{"title":"The dark side of public-private partnerships: Enforced hybridity and power dynamics in fighting financial crime","authors":"Yentl Dudink, Y. Taminiau, M. Veenswijk","doi":"10.1177/09520767231191821","DOIUrl":"https://doi.org/10.1177/09520767231191821","url":null,"abstract":"Different public-private partnerships may exhibit various characteristics, yet we understand little about the impact of imbalanced power dynamics among partners on the success or failure of partnerships. This study focuses on the private actor, an incumbent bank coerced into a collaborative governance configuration aimed at addressing the wicked problem of fighting financial crime. We investigate the response strategies of organizational members to examine the impact of when hybridity is enforced, meaning that organizations are driven by a multiplicity of values and objectives. We organize these strategies in two narratives: first, organizational members respond with a strategy of separation in resisting the integration of public values; second, organizational members respond with a strategy of transcendence by aiming to resistors to adopt their belief system. The ongoing struggle with the enforced hybridity reveals the dark side of public-private partnerships as members grapple with involuntary changes that threaten the private and commercial objectives of the bank. Our key message is that when private and public actors are involved in forced collaborations, the guise of a reputable, collaborative relationship may be used to conceal negative aspects and power imbalances, which helps to overcome resistance and elicit compliance.","PeriodicalId":47076,"journal":{"name":"Public Policy and Administration","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43860211","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-31DOI: 10.1177/09520767231189791
E. Page
To mark the 2023 death of GK Fry this note focuses attention on the approach to public sector reform in Britain discussed in his many works. Starting with his criticism of the 1968 Fulton Committee Report, his work developed a view of reform that foreshadowed debates that later went under the label of ‘new public management’ by at least 20 years. This note explains how he argued that a ‘positive state’ or Fabian approach dominated thinking about public administration for so long and largely accounted for the failure of most of the reforms of the postwar period until the 1980s. Fry’s background and interests to some degree help explain how he reached this perspective and how he set it out, so this note begins and ends with some outline of his life, career and outlook.
{"title":"Geoffrey Kingdon Fry and the British road to public sector reform","authors":"E. Page","doi":"10.1177/09520767231189791","DOIUrl":"https://doi.org/10.1177/09520767231189791","url":null,"abstract":"To mark the 2023 death of GK Fry this note focuses attention on the approach to public sector reform in Britain discussed in his many works. Starting with his criticism of the 1968 Fulton Committee Report, his work developed a view of reform that foreshadowed debates that later went under the label of ‘new public management’ by at least 20 years. This note explains how he argued that a ‘positive state’ or Fabian approach dominated thinking about public administration for so long and largely accounted for the failure of most of the reforms of the postwar period until the 1980s. Fry’s background and interests to some degree help explain how he reached this perspective and how he set it out, so this note begins and ends with some outline of his life, career and outlook.","PeriodicalId":47076,"journal":{"name":"Public Policy and Administration","volume":"38 1","pages":"512 - 518"},"PeriodicalIF":3.1,"publicationDate":"2023-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41707720","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-23DOI: 10.1177/09520767231183506
V. Burau, T. Tenbensel, J. Denis, H. Dickinson, Karen Gardner, P. Groenewegen, E. Kuhlmann
Research on governance often assumes that governance requires combinations of hierarchical, market and network co-ordination. However, governance versatility – understood as the existence of a repertoire of different modes of coordination – is not a characteristic of all instances of governance. The aim of this paper is to offer a more thorough analysis by exploring existing levels of governance versatility and how these are influenced by institutional profiles. Our comparative study of primary care performance across six jurisdictions suggests that higher levels of governance versatility can be shaped by very different institutional profiles. Our analysis raises important questions for future studies of governance versatility.
{"title":"Varieties of governance versatility and institutions: Comparing the governance of primary care performance in six jurisdictions","authors":"V. Burau, T. Tenbensel, J. Denis, H. Dickinson, Karen Gardner, P. Groenewegen, E. Kuhlmann","doi":"10.1177/09520767231183506","DOIUrl":"https://doi.org/10.1177/09520767231183506","url":null,"abstract":"Research on governance often assumes that governance requires combinations of hierarchical, market and network co-ordination. However, governance versatility – understood as the existence of a repertoire of different modes of coordination – is not a characteristic of all instances of governance. The aim of this paper is to offer a more thorough analysis by exploring existing levels of governance versatility and how these are influenced by institutional profiles. Our comparative study of primary care performance across six jurisdictions suggests that higher levels of governance versatility can be shaped by very different institutional profiles. Our analysis raises important questions for future studies of governance versatility.","PeriodicalId":47076,"journal":{"name":"Public Policy and Administration","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41691370","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-19DOI: 10.1177/09520767231189016
L. Kuitert, L. Volker, Jolien Grandia
Implementing new value systems in municipal organizations to add societal value is extremely challenging. Value tensions emerge inside public organizations when the traditional (TPA) and market (NPM) value systems are confronted with new collaborative value systems (NPG). A multi-level case study, based on interviews, observations and documents, was conducted in two large Dutch municipalities to analyze implementation challenges that civil servants encounter due to the implementation of NPG. By integrating a governance mechanisms-based approach with a value tension approach, the paper contributes to the understanding of internal hybridity in municipal organizations, and the wickedness of organizing public administration when implementing NPG, by identifying both vertical - formalization, flexibilization, and misalignment in top-down and bottom-up governance - and horizontal - different organizational pillars, professions, and value interpretations - implementation challenges. The paper concludes that in the paradoxical situation of complex policy arenas, values elements of TPA and NPG governance models associated with “doing it right” remained dominant in the trade-offs with new values of NPG modes associated with “doing the right thing”. Value conflicts hinder civil servants in ‘doing the right thing right’.
{"title":"Facing NPG implementation problems in municipal organizations: The wickedness of combined value systems","authors":"L. Kuitert, L. Volker, Jolien Grandia","doi":"10.1177/09520767231189016","DOIUrl":"https://doi.org/10.1177/09520767231189016","url":null,"abstract":"Implementing new value systems in municipal organizations to add societal value is extremely challenging. Value tensions emerge inside public organizations when the traditional (TPA) and market (NPM) value systems are confronted with new collaborative value systems (NPG). A multi-level case study, based on interviews, observations and documents, was conducted in two large Dutch municipalities to analyze implementation challenges that civil servants encounter due to the implementation of NPG. By integrating a governance mechanisms-based approach with a value tension approach, the paper contributes to the understanding of internal hybridity in municipal organizations, and the wickedness of organizing public administration when implementing NPG, by identifying both vertical - formalization, flexibilization, and misalignment in top-down and bottom-up governance - and horizontal - different organizational pillars, professions, and value interpretations - implementation challenges. The paper concludes that in the paradoxical situation of complex policy arenas, values elements of TPA and NPG governance models associated with “doing it right” remained dominant in the trade-offs with new values of NPG modes associated with “doing the right thing”. Value conflicts hinder civil servants in ‘doing the right thing right’.","PeriodicalId":47076,"journal":{"name":"Public Policy and Administration","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-07-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43077059","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：