Pub Date : 2022-08-08DOI: 10.1108/ijpsm-03-2022-0087
Ishtiaq Jamil, Akram Hossain
PurposeTheoretically, both democ/ratic legitimacy and government capacity are necessary for successful crisis management, like the COVID-19 pandemic. The authors argue that there are important variations for pandemic management in the developed and democratic world. However, are these equally needed in the developing world where democracy and capacity are present in varying degrees and in some countries with a vast deficit? This article analyzes how legitimacy and capacity affect citizens' satisfaction with the pandemic management in South Asia.Design/methodology/approachThe study is based on a survey of 3,423 randomly selected respondents from Facebook users in South Asia. The survey data are presented and discussed along with information derived from secondary sources to put the data in the broader context of the South Asian countries. The authors apply ordinary linear regression for statistical analysis.FindingsThe findings suggest that citizens are content with the performance of government institutions in COVID-19 management. They emphasize material well-being, such as relief provisions and financial incentives during the crisis period. They are, however, less concerned about the legitimacy dimension, although democracy in South Asia is flawed with excessive restrictions on public freedom during the pandemic. The contradictory findings may be due to the public orientation towards authoritarian culture and their preference for strongman rule in crisis management.Practical implicationsThe governments in South Asia may systematically use army and police forces to manage crises as people are more satisfied with their performance during COVID-19 management.Originality/valueThis is the first time data across South Asia have been collected and analyzed about crisis management.
{"title":"Do governance capacity and legitimacy affect citizens' satisfaction with COVID-19 management? Some evidence from South Asia","authors":"Ishtiaq Jamil, Akram Hossain","doi":"10.1108/ijpsm-03-2022-0087","DOIUrl":"https://doi.org/10.1108/ijpsm-03-2022-0087","url":null,"abstract":"PurposeTheoretically, both democ/ratic legitimacy and government capacity are necessary for successful crisis management, like the COVID-19 pandemic. The authors argue that there are important variations for pandemic management in the developed and democratic world. However, are these equally needed in the developing world where democracy and capacity are present in varying degrees and in some countries with a vast deficit? This article analyzes how legitimacy and capacity affect citizens' satisfaction with the pandemic management in South Asia.Design/methodology/approachThe study is based on a survey of 3,423 randomly selected respondents from Facebook users in South Asia. The survey data are presented and discussed along with information derived from secondary sources to put the data in the broader context of the South Asian countries. The authors apply ordinary linear regression for statistical analysis.FindingsThe findings suggest that citizens are content with the performance of government institutions in COVID-19 management. They emphasize material well-being, such as relief provisions and financial incentives during the crisis period. They are, however, less concerned about the legitimacy dimension, although democracy in South Asia is flawed with excessive restrictions on public freedom during the pandemic. The contradictory findings may be due to the public orientation towards authoritarian culture and their preference for strongman rule in crisis management.Practical implicationsThe governments in South Asia may systematically use army and police forces to manage crises as people are more satisfied with their performance during COVID-19 management.Originality/valueThis is the first time data across South Asia have been collected and analyzed about crisis management.","PeriodicalId":47437,"journal":{"name":"International Journal of Public Sector Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2022-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47206201","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-07-05DOI: 10.1108/ijpsm-02-2022-0046
S. Dash, Rajneesh Gupta, L. K. Jena
PurposePublic service motivation (PSM), among actual and prospective employees in the public sector, lead to positive work outcomes. However, there is limited integration of PSM with existing motivational theories, especially self-determination theory (SDT). The impact of destructive leadership styles on PSM is also understudied. The study aims to fill the gap.Design/methodology/approachThe study used a cross-sectional survey of 693 public sector officials employed in Indian Railways to test the hypotheses. PLS-SEM was used for the analysis. The study found that fulfillment of basic psychological needs (BPN) at work leads to improved PSM while BPN partially mediates the positive/negative effect of constructive/destructive leadership styles like servant/autocratic leadership on employees' PSM.FindingsAutocratic/servant leadership was negatively/positively and significantly related to PSM and to all three BPN needs. Servant leadership was found to be positively and significantly related to all three BPN needs, while the BPN needs partially mediated the relationship between servant leadership and PSM.Research limitations/implicationsThe study identifies servant leadership as a driver of PSM and suggests that managers employed in public sector establishments should be trained to be less autocratic and more attuned to subordinates' needs. The baneful impact of autocratic leadership on employee PSM is highlighted. The cross-sectional nature of study makes it susceptible to common-method bias. The sample was limited to a single country. Future longitudinal and experimental studies based on samples drawn from multiple countries can yield more robust results.Originality/valueThe study advances the integration of PSM with SDT by identifying PSM with introjected motivation. It is also the first study to link destructive leadership styles with a reduction in employees' PSM. It identifies a counterintuitive, negative relationship between competence need satisfaction and PSM in the Indian public sector.
{"title":"Contrasting effects of leadership styles on public service motivation: the mediating role of basic psychological needs among Indian public sector officials","authors":"S. Dash, Rajneesh Gupta, L. K. Jena","doi":"10.1108/ijpsm-02-2022-0046","DOIUrl":"https://doi.org/10.1108/ijpsm-02-2022-0046","url":null,"abstract":"PurposePublic service motivation (PSM), among actual and prospective employees in the public sector, lead to positive work outcomes. However, there is limited integration of PSM with existing motivational theories, especially self-determination theory (SDT). The impact of destructive leadership styles on PSM is also understudied. The study aims to fill the gap.Design/methodology/approachThe study used a cross-sectional survey of 693 public sector officials employed in Indian Railways to test the hypotheses. PLS-SEM was used for the analysis. The study found that fulfillment of basic psychological needs (BPN) at work leads to improved PSM while BPN partially mediates the positive/negative effect of constructive/destructive leadership styles like servant/autocratic leadership on employees' PSM.FindingsAutocratic/servant leadership was negatively/positively and significantly related to PSM and to all three BPN needs. Servant leadership was found to be positively and significantly related to all three BPN needs, while the BPN needs partially mediated the relationship between servant leadership and PSM.Research limitations/implicationsThe study identifies servant leadership as a driver of PSM and suggests that managers employed in public sector establishments should be trained to be less autocratic and more attuned to subordinates' needs. The baneful impact of autocratic leadership on employee PSM is highlighted. The cross-sectional nature of study makes it susceptible to common-method bias. The sample was limited to a single country. Future longitudinal and experimental studies based on samples drawn from multiple countries can yield more robust results.Originality/valueThe study advances the integration of PSM with SDT by identifying PSM with introjected motivation. It is also the first study to link destructive leadership styles with a reduction in employees' PSM. It identifies a counterintuitive, negative relationship between competence need satisfaction and PSM in the Indian public sector.","PeriodicalId":47437,"journal":{"name":"International Journal of Public Sector Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2022-07-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42974067","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-06-23DOI: 10.1108/ijpsm-03-2022-0071
Montgomery Van Wart, M. Macaulay, Katie Haberstroh
PurposeThis article investigates the leadership style of Jacinda Ardern, Prime Minister of Aotearoa New Zealand. It uses the model of Social Change Leadership (SCL) to evaluate her approach to leadership as well as some notable successes and failures of her premiership.Design/methodology/approachThe article adopts a grounded theory approach in which five increasingly refined research iterations were conducted to detect and articulate patterns of significance (Strauss and Corbin, 1997). Ultimately, the team selected 19 leadership examples to be cross referenced with the SCL model.FindingsThe article finds that in terms of leadership style Ardern corresponds closely to the SCL framework. The 19 examples show clusters of behavior that clearly denote a SCL constellation in terms of her approach. It also finds, however, that in terms of performance goals there is a less clear picture with less coherence to the framework. These findings in turn point to an interesting potential tension in the SCL model that has hitherto not been acknowledged.Originality/valueThe article is the first of its kind to apply SCL to a major global political leader. It is the first structured, academic assessment of Ardern's leadership. It adds a theoretical contribution to ongoing discussions on the efficacy and utility of the SCL framework.
{"title":"Jacinda Ardern's compassionate leadership: a case of social change leadership in action","authors":"Montgomery Van Wart, M. Macaulay, Katie Haberstroh","doi":"10.1108/ijpsm-03-2022-0071","DOIUrl":"https://doi.org/10.1108/ijpsm-03-2022-0071","url":null,"abstract":"PurposeThis article investigates the leadership style of Jacinda Ardern, Prime Minister of Aotearoa New Zealand. It uses the model of Social Change Leadership (SCL) to evaluate her approach to leadership as well as some notable successes and failures of her premiership.Design/methodology/approachThe article adopts a grounded theory approach in which five increasingly refined research iterations were conducted to detect and articulate patterns of significance (Strauss and Corbin, 1997). Ultimately, the team selected 19 leadership examples to be cross referenced with the SCL model.FindingsThe article finds that in terms of leadership style Ardern corresponds closely to the SCL framework. The 19 examples show clusters of behavior that clearly denote a SCL constellation in terms of her approach. It also finds, however, that in terms of performance goals there is a less clear picture with less coherence to the framework. These findings in turn point to an interesting potential tension in the SCL model that has hitherto not been acknowledged.Originality/valueThe article is the first of its kind to apply SCL to a major global political leader. It is the first structured, academic assessment of Ardern's leadership. It adds a theoretical contribution to ongoing discussions on the efficacy and utility of the SCL framework.","PeriodicalId":47437,"journal":{"name":"International Journal of Public Sector Management","volume":"62 27","pages":""},"PeriodicalIF":2.8,"publicationDate":"2022-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41311926","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-06-22DOI: 10.1108/ijpsm-01-2022-0004
Valeria Naciti, G. Noto, C. Vermiglio, Gustavo Barresi
PurposeRecently, the relationship between gender representation and organizational performance has been the focus of various studies. However, some research gaps still exist. First, in the healthcare sector, this relationship has been poorly explored. Moreover, in public management studies, researchers focusing on performance tend to focus exclusively on gender differences at the top and/or middle management level. This research aims at exploring the relationship between women's representation and performance in public hospitals at all organizational levels.Design/methodology/approachTo achieve the research objective, 63 healthcare organisations were analysed through ordinary least squares regressions on panel data from 2012 to 2018.FindingsResults show that, in the hospital setting, gender diversity and financial performance are related at every organizational level.Originality/valueTo the authors' knowledge, this is one of the first studies focusing on the link between gender and performance at every level of professional and employment category; avoiding focusing exclusively on top management, which was the case in previous studies on the topic. Moreover, it contributes to a poorly explored literature which is gender studies in public healthcare management.
{"title":"Gender representation and financial performance: an empirical analysis of public hospitals","authors":"Valeria Naciti, G. Noto, C. Vermiglio, Gustavo Barresi","doi":"10.1108/ijpsm-01-2022-0004","DOIUrl":"https://doi.org/10.1108/ijpsm-01-2022-0004","url":null,"abstract":"PurposeRecently, the relationship between gender representation and organizational performance has been the focus of various studies. However, some research gaps still exist. First, in the healthcare sector, this relationship has been poorly explored. Moreover, in public management studies, researchers focusing on performance tend to focus exclusively on gender differences at the top and/or middle management level. This research aims at exploring the relationship between women's representation and performance in public hospitals at all organizational levels.Design/methodology/approachTo achieve the research objective, 63 healthcare organisations were analysed through ordinary least squares regressions on panel data from 2012 to 2018.FindingsResults show that, in the hospital setting, gender diversity and financial performance are related at every organizational level.Originality/valueTo the authors' knowledge, this is one of the first studies focusing on the link between gender and performance at every level of professional and employment category; avoiding focusing exclusively on top management, which was the case in previous studies on the topic. Moreover, it contributes to a poorly explored literature which is gender studies in public healthcare management.","PeriodicalId":47437,"journal":{"name":"International Journal of Public Sector Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2022-06-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42491050","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-06-20DOI: 10.1108/ijpsm-10-2021-0238
T. Mkasiwa
PurposeThis study examines the controversial success of the International Public Sector Accounting Standards (IPSAS) accrual implementation, using the case of Tanzania.Design/methodology/approachInterviews, documentary reviews and observations were used for data collection. This study draws on the spectacle theory for data analysis.FindingsThe findings demonstrate that IPSAS accrual was a spectacle during its production and consumption. The features and forms of the spectacle were revealed in IPSAS accrual during its production and affirmed by actors during its consumption. Further affirmation of IPSAS accrual as the spectacle was revealed through communication of good news and the hiding of bad news. The outcome was the alleged roles of IPSAS accrual.Research limitations/implicationsThe study is limited as it was conducted in only one country. The controversial success is global and calls for further research in other parts of the world.Practical implicationsThe International Monetary Fund should stop recommending implementation of IPSAS accrual along with cash basis as the two systems are incompatible. Moreover, government officials should have alternative thinking presenting a different view of the world, so as to avoid being passive, and focus on reality rather than appearance.Originality/valueThis study is the first to explain the controversial success of IPSAS accrual implementation. It demonstrates the usefulness of spectacle theory in the field of accounting research, especially in the context of reform implementation. Moreover, this study confirms that IPSAS accrual is a spectacle (Uddin et al., 2011).
{"title":"The magic of IPSAS accrual: the real without reality","authors":"T. Mkasiwa","doi":"10.1108/ijpsm-10-2021-0238","DOIUrl":"https://doi.org/10.1108/ijpsm-10-2021-0238","url":null,"abstract":"PurposeThis study examines the controversial success of the International Public Sector Accounting Standards (IPSAS) accrual implementation, using the case of Tanzania.Design/methodology/approachInterviews, documentary reviews and observations were used for data collection. This study draws on the spectacle theory for data analysis.FindingsThe findings demonstrate that IPSAS accrual was a spectacle during its production and consumption. The features and forms of the spectacle were revealed in IPSAS accrual during its production and affirmed by actors during its consumption. Further affirmation of IPSAS accrual as the spectacle was revealed through communication of good news and the hiding of bad news. The outcome was the alleged roles of IPSAS accrual.Research limitations/implicationsThe study is limited as it was conducted in only one country. The controversial success is global and calls for further research in other parts of the world.Practical implicationsThe International Monetary Fund should stop recommending implementation of IPSAS accrual along with cash basis as the two systems are incompatible. Moreover, government officials should have alternative thinking presenting a different view of the world, so as to avoid being passive, and focus on reality rather than appearance.Originality/valueThis study is the first to explain the controversial success of IPSAS accrual implementation. It demonstrates the usefulness of spectacle theory in the field of accounting research, especially in the context of reform implementation. Moreover, this study confirms that IPSAS accrual is a spectacle (Uddin et al., 2011).","PeriodicalId":47437,"journal":{"name":"International Journal of Public Sector Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2022-06-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43028120","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-06-17DOI: 10.1108/ijpsm-12-2021-0263
Tan Fee Yean, Fee Cheng Tan, D. Nadarajah
PurposeUnderpinned by Social Cognitive Theory (SCT), this study aimed to examine the mediating role of employees' adaptability in the relationship between the five managerial climate factors (i.e., trust, supportiveness, openness, clarity of goals and participative) and change readiness in public sector organisations.Design/methodology/approachAdopting the quantitative approach, data were collected from 379 administrative and diplomatic officers. Analysis was done using partial least squares structural equation modelling (PLS-SEM).FindingsThe results showed that trust and clarity of goals are significant motivational factors that accelerate employees' adaptability. Adaptability, in turn, was found to mediate the effect of trust and clarity of goals on employees' change readiness.Originality/valueThis study contributes to theory and practice by examining employees' adaptability as an intervening variable in the relationship between managerial climate factors and change readiness with specific reference to the public administration context.
{"title":"Determinants of adaptability and its impact on the change readiness of civil servants","authors":"Tan Fee Yean, Fee Cheng Tan, D. Nadarajah","doi":"10.1108/ijpsm-12-2021-0263","DOIUrl":"https://doi.org/10.1108/ijpsm-12-2021-0263","url":null,"abstract":"PurposeUnderpinned by Social Cognitive Theory (SCT), this study aimed to examine the mediating role of employees' adaptability in the relationship between the five managerial climate factors (i.e., trust, supportiveness, openness, clarity of goals and participative) and change readiness in public sector organisations.Design/methodology/approachAdopting the quantitative approach, data were collected from 379 administrative and diplomatic officers. Analysis was done using partial least squares structural equation modelling (PLS-SEM).FindingsThe results showed that trust and clarity of goals are significant motivational factors that accelerate employees' adaptability. Adaptability, in turn, was found to mediate the effect of trust and clarity of goals on employees' change readiness.Originality/valueThis study contributes to theory and practice by examining employees' adaptability as an intervening variable in the relationship between managerial climate factors and change readiness with specific reference to the public administration context.","PeriodicalId":47437,"journal":{"name":"International Journal of Public Sector Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2022-06-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48486143","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-06-15DOI: 10.1108/ijpsm-05-2022-349
F. Ohemeng, Tom Christensen
Introduction The emergence and the frequency of what may be described as monumental crises, such as devasting hurricanes, tornadoes, earthquakes and the COVID-19 pandemic, their impact on human health and economic development and the need to forcefully address them have brought forth or resurrected the idea of the administrative state and its role in governance as broadly defined once again (Lin et al., 2020). The policies implemented in the name of the NPM led to the erosion of the institutions of the administrative state through policies that sought to cut social programmes and public sector jobs, through the sale of public assets and privatization (Cordelli, 2020), along with a more general weakening of regulation and the underfunding of public infrastructures, particularly healthcare and emergency management systems (Hood and Scott, 1996;Tomic and Heims, 2022). [...]the essence of this essay is to understand the administrative state and the various trajectories it has gone through up to now. [...]while it is clear that the state's role in almost all nations has continued to experience dramatic shifts, especially in dealing with wicked problems, the need to understand this dramatic shift from a more general perspective continues to be obscured in the current discussion. [...]as argued, there is the need to look at the role of the administrative state in a more holistic perspective rather than the current obsession to examine it mainly from how the state has evolved under the COVID-19 pandemic.
引言可以被描述为重大危机的出现和频率，如毁灭性飓风、龙卷风、地震和新冠肺炎大流行，它们对人类健康和经济发展的影响，以及有力解决这些问题的必要性，再次提出或复活了行政国家及其在治理中的作用的概念（Lin et al.，2020）。以国家预防犯罪机制名义实施的政策通过试图削减社会计划和公共部门工作岗位的政策，通过出售公共资产和私有化（Cordelli，2020），以及更普遍的监管弱化和公共基础设施资金不足，导致了行政国家机构的侵蚀，特别是医疗保健和应急管理系统（Hood和Scott，1996；Tomic和Heims，2022）。[…]本文的本质是了解行政状态及其迄今为止所经历的各种轨迹。[…]尽管很明显，国家在几乎所有国家的角色都在经历戏剧性的转变，特别是在处理棘手问题方面，但在当前的讨论中，从更普遍的角度理解这种戏剧性转变的必要性仍然被掩盖。[…]正如所说，有必要从更全面的角度来看待行政国家的作用，而不是目前的痴迷，主要从新冠肺炎大流行下国家的演变来审视它。
{"title":"Guest editorial: Rethinking the state of the administrative state: Is the state back in?","authors":"F. Ohemeng, Tom Christensen","doi":"10.1108/ijpsm-05-2022-349","DOIUrl":"https://doi.org/10.1108/ijpsm-05-2022-349","url":null,"abstract":"Introduction The emergence and the frequency of what may be described as monumental crises, such as devasting hurricanes, tornadoes, earthquakes and the COVID-19 pandemic, their impact on human health and economic development and the need to forcefully address them have brought forth or resurrected the idea of the administrative state and its role in governance as broadly defined once again (Lin et al., 2020). The policies implemented in the name of the NPM led to the erosion of the institutions of the administrative state through policies that sought to cut social programmes and public sector jobs, through the sale of public assets and privatization (Cordelli, 2020), along with a more general weakening of regulation and the underfunding of public infrastructures, particularly healthcare and emergency management systems (Hood and Scott, 1996;Tomic and Heims, 2022). [...]the essence of this essay is to understand the administrative state and the various trajectories it has gone through up to now. [...]while it is clear that the state's role in almost all nations has continued to experience dramatic shifts, especially in dealing with wicked problems, the need to understand this dramatic shift from a more general perspective continues to be obscured in the current discussion. [...]as argued, there is the need to look at the role of the administrative state in a more holistic perspective rather than the current obsession to examine it mainly from how the state has evolved under the COVID-19 pandemic.","PeriodicalId":47437,"journal":{"name":"International Journal of Public Sector Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2022-06-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43974461","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-06-03DOI: 10.1108/ijpsm-10-2021-0239
A. Dimand
PurposeGreen public procurement (GPP) may be a viable solution and an innovative policy tool for public managers to address complex environmental issues facing communities globally. Given their substantial purchasing power, local GPP initiatives and success can accelerate a transition toward a more sustainable society through governments' influence over the private sector. The study's central research question is: What are the factors associated with US local governments' engagement with GPP practices?Design/methodology/approachThis research applies the Mohr's (1969) model of motivations, obstacles and resources (MOR) and draws on original, comprehensive and national survey data collected in collaboration with NIGP: The Institute for Public Procurement to explain adoption of GPP as an innovative policy tool. To ensure the robustness of the findings, the data are analysed by running two types of regression – ordinal logistic and negative binomial – using two different operationalizations for the dependent variable, a GPP scale (ordinal) and a GPP scorecard (count).FindingsThe decision surrounding GPP adoption is ultimately driven by organizations’ strategic visions, organizations’ familiarity with the GPP concept and practices, and mandates from the federal government through funding mechanisms.Originality/valueThis study offers guidance to both academic researchers and policymakers in public management and public budgeting and finance on strategies and policy options to expand GPP adoption and utilization.
{"title":"Determinants of local government innovation: the case of green public procurement in the United States","authors":"A. Dimand","doi":"10.1108/ijpsm-10-2021-0239","DOIUrl":"https://doi.org/10.1108/ijpsm-10-2021-0239","url":null,"abstract":"PurposeGreen public procurement (GPP) may be a viable solution and an innovative policy tool for public managers to address complex environmental issues facing communities globally. Given their substantial purchasing power, local GPP initiatives and success can accelerate a transition toward a more sustainable society through governments' influence over the private sector. The study's central research question is: What are the factors associated with US local governments' engagement with GPP practices?Design/methodology/approachThis research applies the Mohr's (1969) model of motivations, obstacles and resources (MOR) and draws on original, comprehensive and national survey data collected in collaboration with NIGP: The Institute for Public Procurement to explain adoption of GPP as an innovative policy tool. To ensure the robustness of the findings, the data are analysed by running two types of regression – ordinal logistic and negative binomial – using two different operationalizations for the dependent variable, a GPP scale (ordinal) and a GPP scorecard (count).FindingsThe decision surrounding GPP adoption is ultimately driven by organizations’ strategic visions, organizations’ familiarity with the GPP concept and practices, and mandates from the federal government through funding mechanisms.Originality/valueThis study offers guidance to both academic researchers and policymakers in public management and public budgeting and finance on strategies and policy options to expand GPP adoption and utilization.","PeriodicalId":47437,"journal":{"name":"International Journal of Public Sector Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2022-06-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41765729","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-17DOI: 10.1108/ijpsm-07-2021-0172
Himanshu Jha
PurposeContemporary arguments around efficient public management (PM) envisage a limited role of the state for efficiency, effectiveness and austerity. On the contrary, the PM of the Covid-19 pandemic shows the significant role and depth of administrative state in multi-faceted ways. In this context, the purpose of this article is to examine the administrative role of the Indian state and the extent of its “stateness” in the PM of the novel coronavirus pandemic.Design/methodology/approachThis article is a bifocal study of both the national and a single sub-national case. Following mixed qualitative methods, this article draws on government documents, interviews and recent media reports to examine the reemergence of a strong administrative state in India in the context of PM of the pandemic. This methodology allows us to go deep into the cases and provide a robust understanding of the underlying processes within the state that throw open some compelling insights on the PM of the pandemic.FindingsThis article shows the reemergence of a strong administrative state in multiple ways. It demonstrates that state’s administrative capacity is an outcome of both ideas within the state and its rationality that shapes policy strategies and planning. Further, a combination of learning, puzzling and powering plays a critical role in pandemic management. Exploring pandemic-induced state capacity in India sheds light on the administrative state’s emergence, extent and function in an emerging developing country setting.Research limitations/implicationsOne of the major challenges of this study is the evolving nature of the pandemic. In this light, the study limits its focus to the earliest stage of the pandemic. Revisiting this paper in future would provide a more comprehensive picture. Furthermore, the study is limited to the national and a single sub-national case. This research will gain from including more sub-national and cross-country comparisons to test some of the conjectures presented in this paper.Practical implicationsThis article shows that the state as a conceptual variable needs to be taken seriously to understand and explain the PM strategy, especially in times of crisis. It also persuades us to better understand the political power of “ideas” within the state to explain policy outcomes and evolving PM strategies.Originality/valueThis article seeks to push the frontiers of research on state capacity and PM by exploring how social learning and puzzling come together to consolidate policy paradigms. Through the lens of PM of the current Covid-19 pandemic by the Indian state, this article reflects on the reemergence of the administrative state. It examines the long-term ramifications of such a revival for both practice and theory of state capacity and PM in a large, diverse democracy, such as India.
{"title":"Interrogating the resurgence of administrative state: ideas and state capacity","authors":"Himanshu Jha","doi":"10.1108/ijpsm-07-2021-0172","DOIUrl":"https://doi.org/10.1108/ijpsm-07-2021-0172","url":null,"abstract":"PurposeContemporary arguments around efficient public management (PM) envisage a limited role of the state for efficiency, effectiveness and austerity. On the contrary, the PM of the Covid-19 pandemic shows the significant role and depth of administrative state in multi-faceted ways. In this context, the purpose of this article is to examine the administrative role of the Indian state and the extent of its “stateness” in the PM of the novel coronavirus pandemic.Design/methodology/approachThis article is a bifocal study of both the national and a single sub-national case. Following mixed qualitative methods, this article draws on government documents, interviews and recent media reports to examine the reemergence of a strong administrative state in India in the context of PM of the pandemic. This methodology allows us to go deep into the cases and provide a robust understanding of the underlying processes within the state that throw open some compelling insights on the PM of the pandemic.FindingsThis article shows the reemergence of a strong administrative state in multiple ways. It demonstrates that state’s administrative capacity is an outcome of both ideas within the state and its rationality that shapes policy strategies and planning. Further, a combination of learning, puzzling and powering plays a critical role in pandemic management. Exploring pandemic-induced state capacity in India sheds light on the administrative state’s emergence, extent and function in an emerging developing country setting.Research limitations/implicationsOne of the major challenges of this study is the evolving nature of the pandemic. In this light, the study limits its focus to the earliest stage of the pandemic. Revisiting this paper in future would provide a more comprehensive picture. Furthermore, the study is limited to the national and a single sub-national case. This research will gain from including more sub-national and cross-country comparisons to test some of the conjectures presented in this paper.Practical implicationsThis article shows that the state as a conceptual variable needs to be taken seriously to understand and explain the PM strategy, especially in times of crisis. It also persuades us to better understand the political power of “ideas” within the state to explain policy outcomes and evolving PM strategies.Originality/valueThis article seeks to push the frontiers of research on state capacity and PM by exploring how social learning and puzzling come together to consolidate policy paradigms. Through the lens of PM of the current Covid-19 pandemic by the Indian state, this article reflects on the reemergence of the administrative state. It examines the long-term ramifications of such a revival for both practice and theory of state capacity and PM in a large, diverse democracy, such as India.","PeriodicalId":47437,"journal":{"name":"International Journal of Public Sector Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2022-05-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44819592","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-12DOI: 10.1108/ijpsm-07-2021-0187
F. Costanza
PurposeThe purpose of this paper is to adopt a learning-based approach to portray the impact of Covid-19 on state school services in Italy, with a specific focus on the role of street-level bureaucrats and the triggering of co-creative processes.Design/methodology/approachThe study proposes a qualitative system dynamics (or SD) approach describing the implementation of Covid-related educational policies in Italy. An insight model, made of causal loop diagrams, integrates the selected multi-disciplinary literature and institutional sources, secondary data from national and local reports (about Palermo, the fifth largest metropolitan city in Italy) and insights from a panel of school street–level bureaucrats.FindingsThe study provides an insight into the impacts of governmental decisions (school closures and the subsequent need to activate distance learning during the first wave of Covid-19) at a local level. Specifically, it portrays the influences of managerial and professional discretion, infrastructural equipment and socio-economic factors favouring/deterring co-creative educational processes.Practical implicationsThe SD model highlights vicious/virtuous circles in policy implementation and suggests new managerial paths for education, more routed towards public value creation and less attached to bureaucratic procedures and the unquestioning application of performance culture.Originality/valueThe paper proposes an original and holistic approach to dealing with policy making in education and its managerial features. The research findings are considered important, not only to face the current emergency, but also to pro-actively think about the post-Covid era.
{"title":"Covid-related educational policies in action: a system dynamics view","authors":"F. Costanza","doi":"10.1108/ijpsm-07-2021-0187","DOIUrl":"https://doi.org/10.1108/ijpsm-07-2021-0187","url":null,"abstract":"PurposeThe purpose of this paper is to adopt a learning-based approach to portray the impact of Covid-19 on state school services in Italy, with a specific focus on the role of street-level bureaucrats and the triggering of co-creative processes.Design/methodology/approachThe study proposes a qualitative system dynamics (or SD) approach describing the implementation of Covid-related educational policies in Italy. An insight model, made of causal loop diagrams, integrates the selected multi-disciplinary literature and institutional sources, secondary data from national and local reports (about Palermo, the fifth largest metropolitan city in Italy) and insights from a panel of school street–level bureaucrats.FindingsThe study provides an insight into the impacts of governmental decisions (school closures and the subsequent need to activate distance learning during the first wave of Covid-19) at a local level. Specifically, it portrays the influences of managerial and professional discretion, infrastructural equipment and socio-economic factors favouring/deterring co-creative educational processes.Practical implicationsThe SD model highlights vicious/virtuous circles in policy implementation and suggests new managerial paths for education, more routed towards public value creation and less attached to bureaucratic procedures and the unquestioning application of performance culture.Originality/valueThe paper proposes an original and holistic approach to dealing with policy making in education and its managerial features. The research findings are considered important, not only to face the current emergency, but also to pro-actively think about the post-Covid era.","PeriodicalId":47437,"journal":{"name":"International Journal of Public Sector Management","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2022-05-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41997082","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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