Pub Date : 2023-07-13DOI: 10.1177/09520767231188790
Seda Muftugil-Yalcin, Anouk Mooijman
Social Entrepreneurs address ‘wicked’ societal problems and achieve social impact using innovative practices. This study contributes to the analysis of the role of government in the ecosystem of Dutch social entrepreneurs by looking at the support initiatives that the Amsterdam municipality offers. Our paper reveals how municipal officials and social entrepreneurs position themselves in this ecosystem and how they make sense of their collaboration. We think that these issues are important to dwell on to be able see the limits of collaborative governance approaches in the Dutch Social Entrepreneurship eco-system. The results of qualitative interviews conducted with municipality officials, social entrepreneurs and members of network organizations show that the ties between the municipality of Amsterdam and social entrepreneurs are not strong enough to overcome the institutional barriers and that the relationship between them is disrupted by the different logics used. Social entrepreneurs operate from both a social as well as a commercial logic. Social entrepreneurs see themselves as running noble social enterprises that put impact first, but the municipality values a commercial logic when granting subsidies. This means that the social enterprises do not always fit within the frameworks offered by the municipality because their commercial logic is seen as less legitimate when it comes to support. The results of this study confirm that in the governance of wicked problems, there is an ongoing actor positioning process where, in this case, social enterprises and municipalities, hold on to their actor-based understanding of the nature of issues and collaboration.
{"title":"Making sense of each other: Relations between social enterprises and the municipality","authors":"Seda Muftugil-Yalcin, Anouk Mooijman","doi":"10.1177/09520767231188790","DOIUrl":"https://doi.org/10.1177/09520767231188790","url":null,"abstract":"Social Entrepreneurs address ‘wicked’ societal problems and achieve social impact using innovative practices. This study contributes to the analysis of the role of government in the ecosystem of Dutch social entrepreneurs by looking at the support initiatives that the Amsterdam municipality offers. Our paper reveals how municipal officials and social entrepreneurs position themselves in this ecosystem and how they make sense of their collaboration. We think that these issues are important to dwell on to be able see the limits of collaborative governance approaches in the Dutch Social Entrepreneurship eco-system. The results of qualitative interviews conducted with municipality officials, social entrepreneurs and members of network organizations show that the ties between the municipality of Amsterdam and social entrepreneurs are not strong enough to overcome the institutional barriers and that the relationship between them is disrupted by the different logics used. Social entrepreneurs operate from both a social as well as a commercial logic. Social entrepreneurs see themselves as running noble social enterprises that put impact first, but the municipality values a commercial logic when granting subsidies. This means that the social enterprises do not always fit within the frameworks offered by the municipality because their commercial logic is seen as less legitimate when it comes to support. The results of this study confirm that in the governance of wicked problems, there is an ongoing actor positioning process where, in this case, social enterprises and municipalities, hold on to their actor-based understanding of the nature of issues and collaboration.","PeriodicalId":47076,"journal":{"name":"Public Policy and Administration","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-07-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43400046","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 : 2023-07-05DOI: 10.1177/09520767231188229
Yiran Li, Yingying Fan, Lin Nie
As the key to digital transformation, artificial intelligence is believed to help achieve the goal of government as a platform and the agile development of digital services. Yet we know little about its potential role in local governance, especially the advances that AI-supported services for the public sector in local governance have ventured and the public value they have created. Combining the digital transformation concepts and public value theory, we fill the gap by examining artificial intelligence (AI) deployment in the public sector of a pilot city of digital transformation in China. Using a mixed-method approach, we show how AI configurations facilitate public value creation in the digital era and identify four dimensions of AI deployment in the public sector: data integration, policy innovation, smart application, and collaboration. Our case analysis on these four dimensions demonstrates two roles that AI technology plays in local governance—“AI cage” and “AI colleague.” The former builds the technology infrastructure and platform in each stage of service delivery, regulating the behaviors of frontline workers, while the latter helps frontline workers make decisions, thus improving the agility of public service provision.
{"title":"Making governance agile: Exploring the role of artificial intelligence in China’s local governance","authors":"Yiran Li, Yingying Fan, Lin Nie","doi":"10.1177/09520767231188229","DOIUrl":"https://doi.org/10.1177/09520767231188229","url":null,"abstract":"As the key to digital transformation, artificial intelligence is believed to help achieve the goal of government as a platform and the agile development of digital services. Yet we know little about its potential role in local governance, especially the advances that AI-supported services for the public sector in local governance have ventured and the public value they have created. Combining the digital transformation concepts and public value theory, we fill the gap by examining artificial intelligence (AI) deployment in the public sector of a pilot city of digital transformation in China. Using a mixed-method approach, we show how AI configurations facilitate public value creation in the digital era and identify four dimensions of AI deployment in the public sector: data integration, policy innovation, smart application, and collaboration. Our case analysis on these four dimensions demonstrates two roles that AI technology plays in local governance—“AI cage” and “AI colleague.” The former builds the technology infrastructure and platform in each stage of service delivery, regulating the behaviors of frontline workers, while the latter helps frontline workers make decisions, thus improving the agility of public service provision.","PeriodicalId":47076,"journal":{"name":"Public Policy and Administration","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-07-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46030561","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 : 2023-07-04DOI: 10.1177/09520767231188401
David Valle-Cruz, Rigoberto García-Contreras
Governments worldwide are beginning to implement AI-based services to exploit data and seek solutions that provide value to citizens and assist in decision-making. AI-driven transformation and smart data management can replace the workforce or enhance it. This paper focuses on exploring AI-driven transformation and smart data management in the public sector value chain. Guided by two research questions, a systematic literature review was conducted using the PRISMA approach, complemented with empirical evidence on the emerging technological change applied to management levels and decision-makers in the public sector. The needs related to AI-driven transformation and smart data management for the public sector are characterized by an operational transformation, which includes human resources and know-how as the spearhead. Challenges have to do with the generation of efficient and transparent services that provide public value and promote the benefit of society. Some implications are related to governments deciding to plan digitalization that allows them to take advantage of the emerging technological change to improve activities along the value chain.
{"title":"Towards AI-driven transformation and smart data management: Emerging technological change in the public sector value chain","authors":"David Valle-Cruz, Rigoberto García-Contreras","doi":"10.1177/09520767231188401","DOIUrl":"https://doi.org/10.1177/09520767231188401","url":null,"abstract":"Governments worldwide are beginning to implement AI-based services to exploit data and seek solutions that provide value to citizens and assist in decision-making. AI-driven transformation and smart data management can replace the workforce or enhance it. This paper focuses on exploring AI-driven transformation and smart data management in the public sector value chain. Guided by two research questions, a systematic literature review was conducted using the PRISMA approach, complemented with empirical evidence on the emerging technological change applied to management levels and decision-makers in the public sector. The needs related to AI-driven transformation and smart data management for the public sector are characterized by an operational transformation, which includes human resources and know-how as the spearhead. Challenges have to do with the generation of efficient and transparent services that provide public value and promote the benefit of society. Some implications are related to governments deciding to plan digitalization that allows them to take advantage of the emerging technological change to improve activities along the value chain.","PeriodicalId":47076,"journal":{"name":"Public Policy and Administration","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42935157","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 : 2023-06-27DOI: 10.1177/09520767231175917
Hans Joosse, A. van Buuren
Governmental organizations face the challenge to integrate different sectoral policy perspectives and interests to deal effectively with the wicked issues of late-modern societies. This article delves into attempts of governmental organizations to realize such integrated policies and unravels the intra-organizational dynamics of collaborating on policy integration. Based on two in-depth case studies from The Netherlands, one focusing on public transport for specific target groups in the city of Rotterdam and the other focusing on a national policy program for criminal youth groups, we show how attempts at policy integration take place in the periphery of bureaucracies by temporary program teams. After the abolishment of the program team, the integrated policy easily volatilizes because of the lack of foothold and ownership in the line organization. Ironically, policy integration becomes a differentiated activity in the margins of public organizations rather than a joint exercise of sectoral organizational units. We present three explanatory hypotheses of this dynamic of marginalization. First, from a system-psychodynamic perspective, the line organization and the program team maintain distance from each other to reduce the tensions that are inherent in policy integration. Second, from an institutional perspective, the line organization marginalizes policy integration to protect their sectoral and vested interests. Third, from an innovation perspective, however, innovative policy integration does need the margins of organizations to protect itself against conservative reflexes from bureaucracies at risk of becoming marginalized and alienated. To facilitate a productive dynamic of policy integration in governmental organizations, this article concludes with providing the components for such an organizational design.
{"title":"The marginalization of policy integration: Dynamics of integrated policymaking in the periphery of bureaucracy","authors":"Hans Joosse, A. van Buuren","doi":"10.1177/09520767231175917","DOIUrl":"https://doi.org/10.1177/09520767231175917","url":null,"abstract":"Governmental organizations face the challenge to integrate different sectoral policy perspectives and interests to deal effectively with the wicked issues of late-modern societies. This article delves into attempts of governmental organizations to realize such integrated policies and unravels the intra-organizational dynamics of collaborating on policy integration. Based on two in-depth case studies from The Netherlands, one focusing on public transport for specific target groups in the city of Rotterdam and the other focusing on a national policy program for criminal youth groups, we show how attempts at policy integration take place in the periphery of bureaucracies by temporary program teams. After the abolishment of the program team, the integrated policy easily volatilizes because of the lack of foothold and ownership in the line organization. Ironically, policy integration becomes a differentiated activity in the margins of public organizations rather than a joint exercise of sectoral organizational units. We present three explanatory hypotheses of this dynamic of marginalization. First, from a system-psychodynamic perspective, the line organization and the program team maintain distance from each other to reduce the tensions that are inherent in policy integration. Second, from an institutional perspective, the line organization marginalizes policy integration to protect their sectoral and vested interests. Third, from an innovation perspective, however, innovative policy integration does need the margins of organizations to protect itself against conservative reflexes from bureaucracies at risk of becoming marginalized and alienated. To facilitate a productive dynamic of policy integration in governmental organizations, this article concludes with providing the components for such an organizational design.","PeriodicalId":47076,"journal":{"name":"Public Policy and Administration","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49038001","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 : 2023-06-27DOI: 10.1177/09520767231185447
Gerard Coll-Planas, Teresa del Amo, Roser Solà-Morales
The growing interest in the incorporation of intersectionality in public policies, combined with the lack of tools, entails two risks: the rhetoric use of the term and its depoliticization. The present article seeks to analyse the obstacles and facilitating factors for intersectional mainstreaming in the local administration, based on the study case of Terrassa City Council (Spain), which spearheaded a European project to promote bringing intersectionality to local policies. The article, based on the analysis of 16 interviews, and the responses of 4 questionnaires and 13 reports, identifies three challenges: the lack of definition, lack of applicability and complexity of the intersectional perspective; the clash between the dynamics of the public administration and the intersectional proposal; and the segmented structure of the administration. Each challenge is associated with opportunities and specific proposals that emerged in the fieldwork.
{"title":"“From ‘it’s not possible’ to ‘how we can do it’”. Challenges, opportunities and proposals to adopt intersectionality in local administration","authors":"Gerard Coll-Planas, Teresa del Amo, Roser Solà-Morales","doi":"10.1177/09520767231185447","DOIUrl":"https://doi.org/10.1177/09520767231185447","url":null,"abstract":"The growing interest in the incorporation of intersectionality in public policies, combined with the lack of tools, entails two risks: the rhetoric use of the term and its depoliticization. The present article seeks to analyse the obstacles and facilitating factors for intersectional mainstreaming in the local administration, based on the study case of Terrassa City Council (Spain), which spearheaded a European project to promote bringing intersectionality to local policies. The article, based on the analysis of 16 interviews, and the responses of 4 questionnaires and 13 reports, identifies three challenges: the lack of definition, lack of applicability and complexity of the intersectional perspective; the clash between the dynamics of the public administration and the intersectional proposal; and the segmented structure of the administration. Each challenge is associated with opportunities and specific proposals that emerged in the fieldwork.","PeriodicalId":47076,"journal":{"name":"Public Policy and Administration","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43866814","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 : 2023-06-26DOI: 10.1177/09520767231184523
Nicolette van Gestel, Marlot Kuiper, Andreja Pegan
This article analyses 14 co-creation cases in six European countries from macro and meso theoretical perspectives on strategic public management. The comparative case study includes focus group sessions and interviews with 107 professionals and 26 managers. Findings show, first, that co-creation is not limited to countries with a strong affinity to new public governance, but also occur in more traditional public administration – or new public management contexts. Second, co-creation cases show a large variety in strategies at the meso level of organizations and networks, but strategic planning seems a precondition for process-based strategies to succeed. Third, despite many differences between the cases and countries, frontline actors often encounter similar barriers in co-creation, in particular in public leadership and vertical organizational structures. Our findings contribute to the literature on strategic public management and transitions in public administration.
{"title":"Strategies and transitions to public sector co-creation across Europe","authors":"Nicolette van Gestel, Marlot Kuiper, Andreja Pegan","doi":"10.1177/09520767231184523","DOIUrl":"https://doi.org/10.1177/09520767231184523","url":null,"abstract":"This article analyses 14 co-creation cases in six European countries from macro and meso theoretical perspectives on strategic public management. The comparative case study includes focus group sessions and interviews with 107 professionals and 26 managers. Findings show, first, that co-creation is not limited to countries with a strong affinity to new public governance, but also occur in more traditional public administration – or new public management contexts. Second, co-creation cases show a large variety in strategies at the meso level of organizations and networks, but strategic planning seems a precondition for process-based strategies to succeed. Third, despite many differences between the cases and countries, frontline actors often encounter similar barriers in co-creation, in particular in public leadership and vertical organizational structures. Our findings contribute to the literature on strategic public management and transitions in public administration.","PeriodicalId":47076,"journal":{"name":"Public Policy and Administration","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-06-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43123107","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 : 2023-06-23DOI: 10.1177/09520767231185651
W. Castelnovo, M. Sorrentino
The qualitative paper explores an alternative lens, that is, informed by a complexity perspective, through which to frame the adaptive role of local implementers in multi-level governance systems. It argues that three key tenets of complexity thinking – emergence, self-organisation and co-evolution – can help better explain that role. The re-conceptualisation of local actors – from agents to stewards – and of central government – from controller to enabler – are identified as the conditions that allow intelligent actors to leverage local varieties to deliver context-specific solutions. The paper ends with actionable measures that can enhance the self-steering capacity of policy systems.
{"title":"Agency in multi-level governance systems: The implementation puzzle and the role of ‘intelligent’ local implementers","authors":"W. Castelnovo, M. Sorrentino","doi":"10.1177/09520767231185651","DOIUrl":"https://doi.org/10.1177/09520767231185651","url":null,"abstract":"The qualitative paper explores an alternative lens, that is, informed by a complexity perspective, through which to frame the adaptive role of local implementers in multi-level governance systems. It argues that three key tenets of complexity thinking – emergence, self-organisation and co-evolution – can help better explain that role. The re-conceptualisation of local actors – from agents to stewards – and of central government – from controller to enabler – are identified as the conditions that allow intelligent actors to leverage local varieties to deliver context-specific solutions. The paper ends with actionable measures that can enhance the self-steering capacity of policy systems.","PeriodicalId":47076,"journal":{"name":"Public Policy and Administration","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45929412","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 : 2023-06-03DOI: 10.1177/09520767231177577
R. Hoppe, N. Turnbull
Analyses of ‘wicked problems’ often lead to recommendations for collaborative governance as a metagovernance solution. The case of deadlocked European Union genetically modified crop authorization processes offers a good example. However, the stalemate is not the result of the inherent ‘wickedness’ of the problem posed by the risk of genetic modification technology applied to agricultural production of food and feed. Rather, the policy lock-in results from the structure and dynamics of the policy network. Rigid interactions between the same institutionalized policy actors sustain instigation and power games interlaced with question–answer or probing games that jointly reproduce a clash between differently structured problems over and over again. This has created a typical wrong-problem problem situation: the EC imposing ‘safety’ and ‘consumer choice’ of GM crops as a structured problem on member states, business interests and anti-GM NGOs that, for different reasons, saw the cultivation of GM crops as an uncertain and normatively conflicted activity. Neither of the issue network’s opposing discourses and advocacy coalitions gained sufficient political power to bring their preferred problem structuring journeys to closure. Critical reflection on practices of problem structuring suggest scepticism about collaborative meta-governance and stakeholder dialogues as solutions to deal with wickedness. Instead, we argue that the European Commission’s recent coping strategy constitutes incomplete but intelligent management of relational distances in regard to a complex problem.
{"title":"Problem structuring, wrong-problem problems and metagovernance as the strategic management of intractable positions: The case of the EU GM Crop Regulatory Framework controversy","authors":"R. Hoppe, N. Turnbull","doi":"10.1177/09520767231177577","DOIUrl":"https://doi.org/10.1177/09520767231177577","url":null,"abstract":"Analyses of ‘wicked problems’ often lead to recommendations for collaborative governance as a metagovernance solution. The case of deadlocked European Union genetically modified crop authorization processes offers a good example. However, the stalemate is not the result of the inherent ‘wickedness’ of the problem posed by the risk of genetic modification technology applied to agricultural production of food and feed. Rather, the policy lock-in results from the structure and dynamics of the policy network. Rigid interactions between the same institutionalized policy actors sustain instigation and power games interlaced with question–answer or probing games that jointly reproduce a clash between differently structured problems over and over again. This has created a typical wrong-problem problem situation: the EC imposing ‘safety’ and ‘consumer choice’ of GM crops as a structured problem on member states, business interests and anti-GM NGOs that, for different reasons, saw the cultivation of GM crops as an uncertain and normatively conflicted activity. Neither of the issue network’s opposing discourses and advocacy coalitions gained sufficient political power to bring their preferred problem structuring journeys to closure. Critical reflection on practices of problem structuring suggest scepticism about collaborative meta-governance and stakeholder dialogues as solutions to deal with wickedness. Instead, we argue that the European Commission’s recent coping strategy constitutes incomplete but intelligent management of relational distances in regard to a complex problem.","PeriodicalId":47076,"journal":{"name":"Public Policy and Administration","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-06-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46779117","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 : 2023-05-18DOI: 10.1177/09520767231176126
Yi-Fan Wang, Yu-Che Chen, S. Chien
Artificial intelligence (AI) applications in public services are an emerging and crucial issue in the modern world. Many countries utilize AI-enabled systems to serve citizens and deliver public services. Although AI can bring more efficiency and responsiveness, this technology raises privacy and social inequality concerns. From the perspective of behavioral public administration (BPA), citizens’ use of AI-enabled systems depends on their perception of this technology. This study proposes a conceptual framework connecting citizens’ perceptions, trust, and intention to follow instructions from the government-supported AI-enabled recommendation system in the pandemic. Our study launches an online-based experimental survey and analyzes the data with the partial least square structural equation model (PLS-SEM). The research findings suggest that algorithmic transparency increases trust in the recommendations, but privacy concerns decrease the trust when the system asks for sensitive information. Additionally, citizens familiar with technologies are more likely to trust the recommendations in the feature-based communication strategy. Finally, trust in the recommendations can mediate the impacts of citizens’ perceptions of the AI system. This study clarifies the effects of perceptions, identifies the role of trust, and explores the communication strategies in citizens’ intention to follow the AI-enabled system recommendations. The results can deepen AI research in public administration and provide policy suggestions for the public sector to develop strategies to increase policy compliance with system recommendations.
{"title":"Citizens’ intention to follow recommendations from a government-supported AI-enabled system","authors":"Yi-Fan Wang, Yu-Che Chen, S. Chien","doi":"10.1177/09520767231176126","DOIUrl":"https://doi.org/10.1177/09520767231176126","url":null,"abstract":"Artificial intelligence (AI) applications in public services are an emerging and crucial issue in the modern world. Many countries utilize AI-enabled systems to serve citizens and deliver public services. Although AI can bring more efficiency and responsiveness, this technology raises privacy and social inequality concerns. From the perspective of behavioral public administration (BPA), citizens’ use of AI-enabled systems depends on their perception of this technology. This study proposes a conceptual framework connecting citizens’ perceptions, trust, and intention to follow instructions from the government-supported AI-enabled recommendation system in the pandemic. Our study launches an online-based experimental survey and analyzes the data with the partial least square structural equation model (PLS-SEM). The research findings suggest that algorithmic transparency increases trust in the recommendations, but privacy concerns decrease the trust when the system asks for sensitive information. Additionally, citizens familiar with technologies are more likely to trust the recommendations in the feature-based communication strategy. Finally, trust in the recommendations can mediate the impacts of citizens’ perceptions of the AI system. This study clarifies the effects of perceptions, identifies the role of trust, and explores the communication strategies in citizens’ intention to follow the AI-enabled system recommendations. The results can deepen AI research in public administration and provide policy suggestions for the public sector to develop strategies to increase policy compliance with system recommendations.","PeriodicalId":47076,"journal":{"name":"Public Policy and Administration","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-05-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47744997","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 : 2023-05-17DOI: 10.1177/09520767231170100
Kristina S. Weißmüller, Adrian Ritz, Srinivas Yerramsetti
Digital-era governance is one of the central challenges of the twenty-first century and marks a fundamental paradigm shift in public administration. Based on the concepts of collaborative capacity and organizational maturity for co-creation, this study explores the factors that determine municipal administrations’ capacity to engage in digitalization-related collaborations. Using unique survey data from 720 Swiss municipalities, this study investigates the relevance of intra-organizational and extra-organizational factors in stimulating local governments’ likelihood of engaging in cross-sectoral and inter-organizational partnerships to implement the digital transformation. It reveals that extra-organizational impulses by digital change agents and stakeholder demand—in contrast to intra-organizational resources—are highly influential factors for municipalities to engage in digitalization-related collaborations. This study presents novel insights into the specific barriers to change and the success factors of co-creation in the process of municipalities’ digital transformation to inform theory, practice, and policy design.
{"title":"Collaborating and co-creating the digital transformation: Empirical evidence on the crucial role of stakeholder demand from Swiss municipalities","authors":"Kristina S. Weißmüller, Adrian Ritz, Srinivas Yerramsetti","doi":"10.1177/09520767231170100","DOIUrl":"https://doi.org/10.1177/09520767231170100","url":null,"abstract":"Digital-era governance is one of the central challenges of the twenty-first century and marks a fundamental paradigm shift in public administration. Based on the concepts of collaborative capacity and organizational maturity for co-creation, this study explores the factors that determine municipal administrations’ capacity to engage in digitalization-related collaborations. Using unique survey data from 720 Swiss municipalities, this study investigates the relevance of intra-organizational and extra-organizational factors in stimulating local governments’ likelihood of engaging in cross-sectoral and inter-organizational partnerships to implement the digital transformation. It reveals that extra-organizational impulses by digital change agents and stakeholder demand—in contrast to intra-organizational resources—are highly influential factors for municipalities to engage in digitalization-related collaborations. This study presents novel insights into the specific barriers to change and the success factors of co-creation in the process of municipalities’ digital transformation to inform theory, practice, and policy design.","PeriodicalId":47076,"journal":{"name":"Public Policy and Administration","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-05-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48568298","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}
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