Pub Date : 2022-09-09DOI: 10.1080/10967494.2022.2112328
Jonas Lund-Tønnesen, Tom Christensen
Abstract Input, throughput, and output legitimacy of government measures are considered to be essential for governance capacity in crisis. During the COVID-19 crisis, governments around the world developed digital contact-tracing applications to support their crisis management—with varying degrees of success. While Norway is seen as a high performer in the crisis, the contact-tracing app called Smittestopp developed in Norway had little impact. Using a case study, we studied the governance capacity and legitimacy of this technology in terms of how it was developed, how much it was utilized by citizens, and its usefulness relative to other government measures. Although the app did very little to help the COVID-19 crisis management in Norway, we identify some important lessons to be learned. We argue that the initial input and throughput legitimacy is important if a government policy is to maintain output legitimacy over time and be effective in a crisis. Consequently, this study contributes to the literature on governance capacity and legitimacy in crisis management.
{"title":"The dynamics of governance capacity and legitimacy: the case of a digital tracing technology during the COVID-19 pandemic","authors":"Jonas Lund-Tønnesen, Tom Christensen","doi":"10.1080/10967494.2022.2112328","DOIUrl":"https://doi.org/10.1080/10967494.2022.2112328","url":null,"abstract":"Abstract Input, throughput, and output legitimacy of government measures are considered to be essential for governance capacity in crisis. During the COVID-19 crisis, governments around the world developed digital contact-tracing applications to support their crisis management—with varying degrees of success. While Norway is seen as a high performer in the crisis, the contact-tracing app called Smittestopp developed in Norway had little impact. Using a case study, we studied the governance capacity and legitimacy of this technology in terms of how it was developed, how much it was utilized by citizens, and its usefulness relative to other government measures. Although the app did very little to help the COVID-19 crisis management in Norway, we identify some important lessons to be learned. We argue that the initial input and throughput legitimacy is important if a government policy is to maintain output legitimacy over time and be effective in a crisis. Consequently, this study contributes to the literature on governance capacity and legitimacy in crisis management.","PeriodicalId":47671,"journal":{"name":"International Public Management Journal","volume":null,"pages":null},"PeriodicalIF":2.6,"publicationDate":"2022-09-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49038196","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-31DOI: 10.1080/10967494.2022.2115595
Xueying Chen
Abstract This study unravels the complexity of government-CSOs relations in China by distinguishing the roles of the central government and local governments and develops a “central government-local government-society” framework. Investigations into the “central government-local government-society” interactions in a public crisis management case during the COVID-19 pandemic reveal the key features of government-CSOs interactions in China: i) the central-local tension shapes the demand for the society’s participation in public governance as an additional influencer, and the presence of citizen groups as the critical audience has influenced the way central and local governments interact; ii) the central government and the society empower each other in public governance, and the central government’s capability of turning CSOs into partners secures the mutual beneficial relation between them; iii) the fragmentation of the local government and its affiliated institutions leads to the co-existence of the conflicting modes of government-CSOs interactions at the local level, which is the institutional basis for the survival and growth of CSOs even in localities with very conservative local political environments. It turns out that distinguishing the roles of heterogenous “state” actors helps to unravel the complexity of government-CSOs relations and provides new insights into the role of CSOs.
{"title":"Understanding the role of Civil Society Organizations (CSOs) in the “central government-local government-society” framework: a case study on public crisis management during the pandemic in China","authors":"Xueying Chen","doi":"10.1080/10967494.2022.2115595","DOIUrl":"https://doi.org/10.1080/10967494.2022.2115595","url":null,"abstract":"Abstract This study unravels the complexity of government-CSOs relations in China by distinguishing the roles of the central government and local governments and develops a “central government-local government-society” framework. Investigations into the “central government-local government-society” interactions in a public crisis management case during the COVID-19 pandemic reveal the key features of government-CSOs interactions in China: i) the central-local tension shapes the demand for the society’s participation in public governance as an additional influencer, and the presence of citizen groups as the critical audience has influenced the way central and local governments interact; ii) the central government and the society empower each other in public governance, and the central government’s capability of turning CSOs into partners secures the mutual beneficial relation between them; iii) the fragmentation of the local government and its affiliated institutions leads to the co-existence of the conflicting modes of government-CSOs interactions at the local level, which is the institutional basis for the survival and growth of CSOs even in localities with very conservative local political environments. It turns out that distinguishing the roles of heterogenous “state” actors helps to unravel the complexity of government-CSOs relations and provides new insights into the role of CSOs.","PeriodicalId":47671,"journal":{"name":"International Public Management Journal","volume":null,"pages":null},"PeriodicalIF":2.6,"publicationDate":"2022-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44936971","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-23DOI: 10.1080/10967494.2022.2104413
Xianglin Ma, Guoxian Bao, G. VanLandingham
Abstract Leaders’ directives are a formal means of governance in authoritarian states. While government responsiveness to the public is a core normative concept of democratic theory, this concept has typically not been a core value of authoritative states. However, in China, to improve government responsiveness, leaders’ directives have been used to mandate local governments to create online public comment forums and formally respond to submitted comments from the public. This article empirically examines whether leaders’ directives are effective in promoting local government responsiveness and public participation. To test the study’s hypotheses, we collect data from the Local Government Demand Board (LGDB) on public demands and government responses of 214 county-level entities in two provinces from 2011 to 2017. Using the difference-in-difference method, we find that provincial leaders’ directives in China have raised local government response to the public. We also find that when provincial political elites promote public expression of opinions by using leaders’ directives, the Chinese public responds positively to these signals.
{"title":"Can regional decrees improve government responsiveness? An empirical study of leaders' directives and local government responses in China","authors":"Xianglin Ma, Guoxian Bao, G. VanLandingham","doi":"10.1080/10967494.2022.2104413","DOIUrl":"https://doi.org/10.1080/10967494.2022.2104413","url":null,"abstract":"Abstract Leaders’ directives are a formal means of governance in authoritarian states. While government responsiveness to the public is a core normative concept of democratic theory, this concept has typically not been a core value of authoritative states. However, in China, to improve government responsiveness, leaders’ directives have been used to mandate local governments to create online public comment forums and formally respond to submitted comments from the public. This article empirically examines whether leaders’ directives are effective in promoting local government responsiveness and public participation. To test the study’s hypotheses, we collect data from the Local Government Demand Board (LGDB) on public demands and government responses of 214 county-level entities in two provinces from 2011 to 2017. Using the difference-in-difference method, we find that provincial leaders’ directives in China have raised local government response to the public. We also find that when provincial political elites promote public expression of opinions by using leaders’ directives, the Chinese public responds positively to these signals.","PeriodicalId":47671,"journal":{"name":"International Public Management Journal","volume":null,"pages":null},"PeriodicalIF":2.6,"publicationDate":"2022-08-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42403185","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-10DOI: 10.1080/10967494.2022.2106330
Daniel Tyskbo, A. Styhre
Abstract While leadership is one of the most discussed concepts in the social sciences, there is a need for more scholarly research that examines the ambiguous leadership position of middle managers, and how their leadership work is perceived in practice. In this article, we follow the recent research turn of adopting a social constructionist view of leadership, and make use of metaphors to answer the following research question: how are middle managers in the public sector managing the expectations and demands from both top management and subordinates, and what are some of its consequences? We study this in the public sector, a context of particular importance but one that has often been neglected in previous research. Through a qualitative in-depth case study, based on observations, interviews, and organizational documents, our findings show that middle managers were trapped in the way they moved between being constructed as a leader and a follower, along what we call a leader-follower pendulum, and in the way they enacted two different leadership metaphors: the buddy and the commander. These aspects jointly contribute to a complex and ambiguous situation for middle managers, which in turn gives rise to alienation and the constant strive to fit in, something that we metaphorically refer to as “karma chameleon.”
{"title":"Karma chameleon: Exploring the leadership complexities of middle managers in the public sector","authors":"Daniel Tyskbo, A. Styhre","doi":"10.1080/10967494.2022.2106330","DOIUrl":"https://doi.org/10.1080/10967494.2022.2106330","url":null,"abstract":"Abstract While leadership is one of the most discussed concepts in the social sciences, there is a need for more scholarly research that examines the ambiguous leadership position of middle managers, and how their leadership work is perceived in practice. In this article, we follow the recent research turn of adopting a social constructionist view of leadership, and make use of metaphors to answer the following research question: how are middle managers in the public sector managing the expectations and demands from both top management and subordinates, and what are some of its consequences? We study this in the public sector, a context of particular importance but one that has often been neglected in previous research. Through a qualitative in-depth case study, based on observations, interviews, and organizational documents, our findings show that middle managers were trapped in the way they moved between being constructed as a leader and a follower, along what we call a leader-follower pendulum, and in the way they enacted two different leadership metaphors: the buddy and the commander. These aspects jointly contribute to a complex and ambiguous situation for middle managers, which in turn gives rise to alienation and the constant strive to fit in, something that we metaphorically refer to as “karma chameleon.”","PeriodicalId":47671,"journal":{"name":"International Public Management Journal","volume":null,"pages":null},"PeriodicalIF":2.6,"publicationDate":"2022-08-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45868046","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-07-15DOI: 10.1080/10967494.2022.2089792
Alec Fraser, Lisa Knoll, Debra Hevenstone
Abstract Over the past decade Social Impact Bonds (SIBs) have attracted much public policy and management research interest and debate. This article draws on the Welfare Conventions Approach to explore the diversity of five SIB-financed Active Labor Market Programs in four European countries using comparative case study methods. We identify a tension between the requirement to align civic and financial interests in SIB-financed programs alongside a drive to reform public sector procurement in a more entrepreneurial direction. We suggest that the diversity of SIBs emanates from the political struggles in implementation processes stemming from a plurality of welfare conventions that actors need to align and compromise. SIBs are built within historically grown “institutional contexts” that are themselves on the move over decades of welfare state reform, and processes of marketization – and thus far from homogenous.
{"title":"Contested Social Impact Bonds: welfare conventions, conflicts and compromises in five European Active-Labor Market Programs","authors":"Alec Fraser, Lisa Knoll, Debra Hevenstone","doi":"10.1080/10967494.2022.2089792","DOIUrl":"https://doi.org/10.1080/10967494.2022.2089792","url":null,"abstract":"Abstract Over the past decade Social Impact Bonds (SIBs) have attracted much public policy and management research interest and debate. This article draws on the Welfare Conventions Approach to explore the diversity of five SIB-financed Active Labor Market Programs in four European countries using comparative case study methods. We identify a tension between the requirement to align civic and financial interests in SIB-financed programs alongside a drive to reform public sector procurement in a more entrepreneurial direction. We suggest that the diversity of SIBs emanates from the political struggles in implementation processes stemming from a plurality of welfare conventions that actors need to align and compromise. SIBs are built within historically grown “institutional contexts” that are themselves on the move over decades of welfare state reform, and processes of marketization – and thus far from homogenous.","PeriodicalId":47671,"journal":{"name":"International Public Management Journal","volume":null,"pages":null},"PeriodicalIF":2.6,"publicationDate":"2022-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43226518","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-07-14DOI: 10.1080/10967494.2022.2096733
Mathilde Pellizzari, Fabian Muniesa
Abstract Public policy innovations such as social impact bonds (SIBs) have prompted critical attention in recent literature. Yet, little is known about the operations they require and the shapes they take. This study contributes to this research agenda through a focus on the problem of ‘feasibility’. We consider this notion as a vernacular preoccupation put forward by SIB practitioners. We theorize this phenomenon with reference to the notions of tactics (making sense of situations in which schematization and ordering are difficult) and trials (the success of an action depending on the transformations it faces in the process of becoming explicit). We focus on how ‘feasibility’ emerged as a distinctive concern in a number of SIB cases in Chile, Colombia and France. We show how this concern translated recurrently into ways of orienting the SIB arrangement toward shapes in which it could prove viable and tractable.
{"title":"Social impact bonds and the tactics of feasibility: experience from Chile, Colombia and France","authors":"Mathilde Pellizzari, Fabian Muniesa","doi":"10.1080/10967494.2022.2096733","DOIUrl":"https://doi.org/10.1080/10967494.2022.2096733","url":null,"abstract":"Abstract Public policy innovations such as social impact bonds (SIBs) have prompted critical attention in recent literature. Yet, little is known about the operations they require and the shapes they take. This study contributes to this research agenda through a focus on the problem of ‘feasibility’. We consider this notion as a vernacular preoccupation put forward by SIB practitioners. We theorize this phenomenon with reference to the notions of tactics (making sense of situations in which schematization and ordering are difficult) and trials (the success of an action depending on the transformations it faces in the process of becoming explicit). We focus on how ‘feasibility’ emerged as a distinctive concern in a number of SIB cases in Chile, Colombia and France. We show how this concern translated recurrently into ways of orienting the SIB arrangement toward shapes in which it could prove viable and tractable.","PeriodicalId":47671,"journal":{"name":"International Public Management Journal","volume":null,"pages":null},"PeriodicalIF":2.6,"publicationDate":"2022-07-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41530384","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-07-08DOI: 10.1080/10967494.2022.2086951
L. William, B. Pauksztat, S. Corby
{"title":"Representative bureaucracy and disabled employees in the British public sector","authors":"L. William, B. Pauksztat, S. Corby","doi":"10.1080/10967494.2022.2086951","DOIUrl":"https://doi.org/10.1080/10967494.2022.2086951","url":null,"abstract":"","PeriodicalId":47671,"journal":{"name":"International Public Management Journal","volume":null,"pages":null},"PeriodicalIF":2.6,"publicationDate":"2022-07-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44475005","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-06-16DOI: 10.1080/10967494.2022.2077491
D. Jacobsen
{"title":"Room for leadership? A comparison of perceived managerial job autonomy in public, private and hybrid organizations","authors":"D. Jacobsen","doi":"10.1080/10967494.2022.2077491","DOIUrl":"https://doi.org/10.1080/10967494.2022.2077491","url":null,"abstract":"","PeriodicalId":47671,"journal":{"name":"International Public Management Journal","volume":null,"pages":null},"PeriodicalIF":2.6,"publicationDate":"2022-06-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43893810","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-06-02DOI: 10.1080/10967494.2022.2072988
S. Gilad, M. Assouline
{"title":"Citizens’ choice to voice in response to administrative burdens","authors":"S. Gilad, M. Assouline","doi":"10.1080/10967494.2022.2072988","DOIUrl":"https://doi.org/10.1080/10967494.2022.2072988","url":null,"abstract":"","PeriodicalId":47671,"journal":{"name":"International Public Management Journal","volume":null,"pages":null},"PeriodicalIF":2.6,"publicationDate":"2022-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45108244","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-06-02DOI: 10.1080/10967494.2022.2075995
J. Lahey, Alexis Weaver, Douglas R. Oxley
Abstract Many studies find that public sector employees are less discriminatory than private sector. One possible explanation for these differences is that people with public service training are less discriminatory. Using a laboratory experiment we compare how undergraduate and graduate students from a large southwestern university rate unique randomized clerical resumes by the race of the applicant. We find that students with public sector training at the undergraduate or graduate level tend to favor resumes with distinctively Black names, while non-government students slightly favor resumes with non-Black names. On average, students with public sector training or degrees rate resumes with Black names between 6% and 12% higher than do students with business or other training. There is no difference among those with and without public sector training in the time spent on resumes with distinctively Black names compared to those without.
{"title":"Do future public servants have more anti-discriminatory behavior?","authors":"J. Lahey, Alexis Weaver, Douglas R. Oxley","doi":"10.1080/10967494.2022.2075995","DOIUrl":"https://doi.org/10.1080/10967494.2022.2075995","url":null,"abstract":"Abstract Many studies find that public sector employees are less discriminatory than private sector. One possible explanation for these differences is that people with public service training are less discriminatory. Using a laboratory experiment we compare how undergraduate and graduate students from a large southwestern university rate unique randomized clerical resumes by the race of the applicant. We find that students with public sector training at the undergraduate or graduate level tend to favor resumes with distinctively Black names, while non-government students slightly favor resumes with non-Black names. On average, students with public sector training or degrees rate resumes with Black names between 6% and 12% higher than do students with business or other training. There is no difference among those with and without public sector training in the time spent on resumes with distinctively Black names compared to those without.","PeriodicalId":47671,"journal":{"name":"International Public Management Journal","volume":null,"pages":null},"PeriodicalIF":2.6,"publicationDate":"2022-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49176689","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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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