Pub Date : 2023-09-29DOI: 10.1080/10967494.2023.2260368
David Jancsics, Jacopo Costa
AbstractActors in grand corruption schemes often conspire and deliberately create sophisticated networks to extract huge amounts of public resources from government systems. They hide such conspiracies behind hybrid formal/informal arrangements. Using a mixed methods approach, this study investigates the corruption scheme initiated by former Peruvian President Alejandro Toledo and the Brazilian construction giant Odebrecht Group. We argue that separating the networks of the client (Odebrecht) and the agent (Toledo) sides provides analytical leverage for studying complex corrupt arrangements. We found that the organizational forms designed by corrupt actors on either side were essential to ensuring the secret and safe operation of the network. Introducing the concept of organizational form into corruption research helps better understand the nature of these networks. We also found that different parts of the networks are shaped by different types of corruption. The article concludes with implications for practice. AcknowledgmentsThe authors would like to thank Jonathan Wexler for his valuable comments and suggestions.Disclosure statementOn behalf of all authors, the corresponding author states that there are no conflicts of interest.Additional informationNotes on contributorsDavid JancsicsDavid Jancsics is an Associate Professor in the School of Public Affairs at San Diego State University. His research agenda focuses on social and organizational aspects of corruption and informal practices.Jacopo CostaJacopo Costa is Senior Research Fellow at the Basel Institute on Governance. His research interests address topics in informal networks, illegal wildlife trade and the nexus between corruption and money laundering.
{"title":"Organizational forms of corruption networks: the Odebrecht-Toledo case","authors":"David Jancsics, Jacopo Costa","doi":"10.1080/10967494.2023.2260368","DOIUrl":"https://doi.org/10.1080/10967494.2023.2260368","url":null,"abstract":"AbstractActors in grand corruption schemes often conspire and deliberately create sophisticated networks to extract huge amounts of public resources from government systems. They hide such conspiracies behind hybrid formal/informal arrangements. Using a mixed methods approach, this study investigates the corruption scheme initiated by former Peruvian President Alejandro Toledo and the Brazilian construction giant Odebrecht Group. We argue that separating the networks of the client (Odebrecht) and the agent (Toledo) sides provides analytical leverage for studying complex corrupt arrangements. We found that the organizational forms designed by corrupt actors on either side were essential to ensuring the secret and safe operation of the network. Introducing the concept of organizational form into corruption research helps better understand the nature of these networks. We also found that different parts of the networks are shaped by different types of corruption. The article concludes with implications for practice. AcknowledgmentsThe authors would like to thank Jonathan Wexler for his valuable comments and suggestions.Disclosure statementOn behalf of all authors, the corresponding author states that there are no conflicts of interest.Additional informationNotes on contributorsDavid JancsicsDavid Jancsics is an Associate Professor in the School of Public Affairs at San Diego State University. His research agenda focuses on social and organizational aspects of corruption and informal practices.Jacopo CostaJacopo Costa is Senior Research Fellow at the Basel Institute on Governance. His research interests address topics in informal networks, illegal wildlife trade and the nexus between corruption and money laundering.","PeriodicalId":47671,"journal":{"name":"International Public Management Journal","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135193561","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 : 2023-09-29DOI: 10.1080/10967494.2023.2255172
Marjan J. Gorgievski, Arnold B. Bakker, Paraskevas Petrou, Jason, C. L. Gawke
Public servants’ intrapreneurship (entrepreneurial actions performed by employees from within an organization) is gaining importance as a micro-foundation of public sector innovation and improved service delivery. This study addresses this topic from a proactive motivation perspective and using weekly diary surveys filled out by 757 public servants from 37 departments of the Dutch national public administration for five consecutive weeks (n = 2279 datapoints). Confirmatory factor analyses showed that antecedents of intrapreneurship could be grouped into three categories of proactive motivation: (1) reason-to (prosocial impact, job accountability), (2) can-do (job autonomy, self-efficacy, optimism), and (3) energized-to (work engagement). Multilevel structural equation modeling showed that public servants reported more intrapreneurial behavior when they had more reason-to and were energized-to be proactive. Can-do motivation moderated (strengthened) these relationships. Necessary conditions analyses showed that each predictor was essential, emphasizing the importance of careful alignment of human resource practices aimed at evoking different types of proactive motivation.
{"title":"Antecedents of employee intrapreneurship in the public sector: a proactive motivation approach","authors":"Marjan J. Gorgievski, Arnold B. Bakker, Paraskevas Petrou, Jason, C. L. Gawke","doi":"10.1080/10967494.2023.2255172","DOIUrl":"https://doi.org/10.1080/10967494.2023.2255172","url":null,"abstract":"Public servants’ intrapreneurship (entrepreneurial actions performed by employees from within an organization) is gaining importance as a micro-foundation of public sector innovation and improved service delivery. This study addresses this topic from a proactive motivation perspective and using weekly diary surveys filled out by 757 public servants from 37 departments of the Dutch national public administration for five consecutive weeks (n = 2279 datapoints). Confirmatory factor analyses showed that antecedents of intrapreneurship could be grouped into three categories of proactive motivation: (1) reason-to (prosocial impact, job accountability), (2) can-do (job autonomy, self-efficacy, optimism), and (3) energized-to (work engagement). Multilevel structural equation modeling showed that public servants reported more intrapreneurial behavior when they had more reason-to and were energized-to be proactive. Can-do motivation moderated (strengthened) these relationships. Necessary conditions analyses showed that each predictor was essential, emphasizing the importance of careful alignment of human resource practices aimed at evoking different types of proactive motivation.","PeriodicalId":47671,"journal":{"name":"International Public Management Journal","volume":"70 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135193418","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 : 2023-09-03DOI: 10.1080/10967494.2023.2223198
Tina Øllgaard Bentzen, Louise Bringselius
AbstractIn response to growing criticism of new public management reforms, the Nordic countries have introduced so-called trust reforms aimed at transforming public sector management and leadership. There is, however, scarce knowledge about the role of organizational concepts in national trust reform and how they are translated, not least in a comparative perspective. This study offers an in-depth analysis of how robustly “trust” as a concept has been translated in Danish and Swedish public sector reforms. Drawing on the literature on organizational translation, we use the translational diamond as a theoretical framework for a comparative analysis based primarily on document studies, triangulated with supplementary survey data and interviews. Findings indicate that the Swedish reform has both a stronger strategic and local anchoring as well as a more elaborate use of reflective and experimental reform activities. However, the study also points to other factors of importance to robust translations, such as long-term commitment and political support. Additional informationNotes on contributorsTina Øllgaard BentzenTina Øllgaard Bentzen is an associate professor at Roskilde University in the Roskilde School of Governance. Her research focuses on participatory processes in the public sector and involves trust-based leadership, trust–control dynamics within public organizations, co-creation, translation of organizational concepts, and public sector reforms.Homepage: https://forskning.ruc.dk/da/persons/tinaobOrcid: https://orcid.org/0000-0002-4181-7442Linkedin: https://www.linkedin.com/in/tina-øllgaard-bentzen-7a55493b/Twitter: https://twitter.com/TinaolbenLouise BringseliusLouise Bringselius is an associate professor at Lund University and a Research Fellow at Stockholm School of Economics. She was the head of research at the Swedish Trust Commission from 2017 to 2019. Her research spans management studies and public administration, focusing primarily on leadership, governance, trust, and organizational culture, with a special focus on the public sector.Homepage: https://www.bringselius.se/ & https://portal.research.lu.se/sv/persons/louise-bringseliusOrcid: https://orcid.org/0000-0002-3738-279XLinkedin: https://www.linkedin.com/in/louise-bringselius-15a9a46/Twitter: https://twitter.com/Bringselius
{"title":"Translating trust as a magic concept in public sector reforms: A comparative study of the Danish and Swedish trust reform","authors":"Tina Øllgaard Bentzen, Louise Bringselius","doi":"10.1080/10967494.2023.2223198","DOIUrl":"https://doi.org/10.1080/10967494.2023.2223198","url":null,"abstract":"AbstractIn response to growing criticism of new public management reforms, the Nordic countries have introduced so-called trust reforms aimed at transforming public sector management and leadership. There is, however, scarce knowledge about the role of organizational concepts in national trust reform and how they are translated, not least in a comparative perspective. This study offers an in-depth analysis of how robustly “trust” as a concept has been translated in Danish and Swedish public sector reforms. Drawing on the literature on organizational translation, we use the translational diamond as a theoretical framework for a comparative analysis based primarily on document studies, triangulated with supplementary survey data and interviews. Findings indicate that the Swedish reform has both a stronger strategic and local anchoring as well as a more elaborate use of reflective and experimental reform activities. However, the study also points to other factors of importance to robust translations, such as long-term commitment and political support. Additional informationNotes on contributorsTina Øllgaard BentzenTina Øllgaard Bentzen is an associate professor at Roskilde University in the Roskilde School of Governance. Her research focuses on participatory processes in the public sector and involves trust-based leadership, trust–control dynamics within public organizations, co-creation, translation of organizational concepts, and public sector reforms.Homepage: https://forskning.ruc.dk/da/persons/tinaobOrcid: https://orcid.org/0000-0002-4181-7442Linkedin: https://www.linkedin.com/in/tina-øllgaard-bentzen-7a55493b/Twitter: https://twitter.com/TinaolbenLouise BringseliusLouise Bringselius is an associate professor at Lund University and a Research Fellow at Stockholm School of Economics. She was the head of research at the Swedish Trust Commission from 2017 to 2019. Her research spans management studies and public administration, focusing primarily on leadership, governance, trust, and organizational culture, with a special focus on the public sector.Homepage: https://www.bringselius.se/ & https://portal.research.lu.se/sv/persons/louise-bringseliusOrcid: https://orcid.org/0000-0002-3738-279XLinkedin: https://www.linkedin.com/in/louise-bringselius-15a9a46/Twitter: https://twitter.com/Bringselius","PeriodicalId":47671,"journal":{"name":"International Public Management Journal","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134948830","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 : 2023-07-04DOI: 10.1080/10967494.2022.2077866
Qun Wang
Abstract The literature on NGOs under authoritarian rule largely attributes NGOs’ receipt of government grants to their political connections. This article presents an alternative explanation by asking the question: Does nonprofit organizational legitimacy influence the receipt of government grants under authoritarianism? Applying logit regression to 2,021 Chinese foundations, this article proposes that passing the nonprofit evaluation, which is one of the major certification programs in the country’s nonprofit sector, is positively related to the probability of receiving government grants. Subsample analysis reveals that nonprofit evaluation is influential for the receipt of government grants primarily among foundations formally affiliated with government agencies. This article provides for the first time evidence that contemporary authoritarian regimes appreciate nonprofit organizational legitimacy, albeit still in a highly politicized manner.
{"title":"Nonprofit organizational legitimacy and government grants under authoritarianism: evidence from Chinese foundations","authors":"Qun Wang","doi":"10.1080/10967494.2022.2077866","DOIUrl":"https://doi.org/10.1080/10967494.2022.2077866","url":null,"abstract":"Abstract The literature on NGOs under authoritarian rule largely attributes NGOs’ receipt of government grants to their political connections. This article presents an alternative explanation by asking the question: Does nonprofit organizational legitimacy influence the receipt of government grants under authoritarianism? Applying logit regression to 2,021 Chinese foundations, this article proposes that passing the nonprofit evaluation, which is one of the major certification programs in the country’s nonprofit sector, is positively related to the probability of receiving government grants. Subsample analysis reveals that nonprofit evaluation is influential for the receipt of government grants primarily among foundations formally affiliated with government agencies. This article provides for the first time evidence that contemporary authoritarian regimes appreciate nonprofit organizational legitimacy, albeit still in a highly politicized manner.","PeriodicalId":47671,"journal":{"name":"International Public Management Journal","volume":"26 1","pages":"489 - 506"},"PeriodicalIF":2.6,"publicationDate":"2023-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45153359","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 : 2023-06-28DOI: 10.1080/10967494.2023.2218373
R. Pasciana, Lia Juliasih, Andi Mulyadi, Suandi Widjaya
{"title":"Cultural Competency for Emergency and Crisis Management Concept, Theories and Case Studies","authors":"R. Pasciana, Lia Juliasih, Andi Mulyadi, Suandi Widjaya","doi":"10.1080/10967494.2023.2218373","DOIUrl":"https://doi.org/10.1080/10967494.2023.2218373","url":null,"abstract":"","PeriodicalId":47671,"journal":{"name":"International Public Management Journal","volume":" ","pages":""},"PeriodicalIF":2.6,"publicationDate":"2023-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42779226","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 : 2023-06-28DOI: 10.1080/10967494.2023.2215754
Giorgos Giallouros, C. Nicolaides, Elena Gabriel, M. Economou, Andrea N Georgiou, Manolis Diakourakis, A. Soteriou, Georgios K. Nikolopoulos
{"title":"Enhancing employee engagement through integrating leadership and employee job resources: evidence from a public healthcare setting","authors":"Giorgos Giallouros, C. Nicolaides, Elena Gabriel, M. Economou, Andrea N Georgiou, Manolis Diakourakis, A. Soteriou, Georgios K. Nikolopoulos","doi":"10.1080/10967494.2023.2215754","DOIUrl":"https://doi.org/10.1080/10967494.2023.2215754","url":null,"abstract":"","PeriodicalId":47671,"journal":{"name":"International Public Management Journal","volume":" ","pages":""},"PeriodicalIF":2.6,"publicationDate":"2023-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45108671","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 : 2023-06-23DOI: 10.1080/10967494.2023.2214133
Ju Won Park, Seejeen Park, Y. Cho
Abstract While telework has become a popular occupational mode, research has found both positive and negative effects on employee outcomes. To reconcile these inconsistent findings, we apply the job demands–resources model and investigate the possible curvilinear effect of telework on innovative and counterproductive work behavior. Analysis of two-wave survey data from South Korean public officials indicates that the relationship between the extent of telework and employee work attitudes is not always positive or negative. We find that telework can be a job resource promoting positive work attitudes, but this beneficial impact decreases and can eventually become negative as employees telework more extensively. Additionally, leader–member exchange relationships play an important moderating role. A high-quality employee–supervisor relationship can enhance the benefits of extensive teleworking, but a low-quality relationship can make the downsides of telework even worse.
{"title":"More isn’t always better: exploring the curvilinear effects of telework","authors":"Ju Won Park, Seejeen Park, Y. Cho","doi":"10.1080/10967494.2023.2214133","DOIUrl":"https://doi.org/10.1080/10967494.2023.2214133","url":null,"abstract":"Abstract While telework has become a popular occupational mode, research has found both positive and negative effects on employee outcomes. To reconcile these inconsistent findings, we apply the job demands–resources model and investigate the possible curvilinear effect of telework on innovative and counterproductive work behavior. Analysis of two-wave survey data from South Korean public officials indicates that the relationship between the extent of telework and employee work attitudes is not always positive or negative. We find that telework can be a job resource promoting positive work attitudes, but this beneficial impact decreases and can eventually become negative as employees telework more extensively. Additionally, leader–member exchange relationships play an important moderating role. A high-quality employee–supervisor relationship can enhance the benefits of extensive teleworking, but a low-quality relationship can make the downsides of telework even worse.","PeriodicalId":47671,"journal":{"name":"International Public Management Journal","volume":"26 1","pages":"744 - 763"},"PeriodicalIF":2.6,"publicationDate":"2023-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44294933","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 : 2023-05-08DOI: 10.1080/10967494.2023.2174628
Jill Nicholson‐Crotty, Danyao Li
{"title":"When intragroup conflict is a good thing: team diversity and use of force by police","authors":"Jill Nicholson‐Crotty, Danyao Li","doi":"10.1080/10967494.2023.2174628","DOIUrl":"https://doi.org/10.1080/10967494.2023.2174628","url":null,"abstract":"","PeriodicalId":47671,"journal":{"name":"International Public Management Journal","volume":" ","pages":""},"PeriodicalIF":2.6,"publicationDate":"2023-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41397885","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 : 2023-05-04DOI: 10.1080/10967494.2023.2170504
C. Fitzgerald, Alec Fraser, J. Kimmitt, Lisa Knoll, James R. Williams
Abstract A decade after the launch of the world’s first social impact bond (SIB) at Her Majesty’s Prison Peterborough in England, a further 250 SIBs have been developed in over 30 countries raising over $750 m (USD) of capital and serving some 1.7 million people. As investment-backed outcomes-based contracts (OBCs), SIBs are one of many outcomes-oriented reforms being taken up globally. In this introduction, we offer a framework for navigating the inchoate landscape of these reforms and a brief review of literature on OBCs and SIBs to frame the articles in this special issue. We then underscore the major contributions of the six included articles before offering summaries of each. In closing, we discuss the article findings and offer avenues for future research.
{"title":"Outcomes-based contracting and public management reform: Lessons from a decade of experimentation","authors":"C. Fitzgerald, Alec Fraser, J. Kimmitt, Lisa Knoll, James R. Williams","doi":"10.1080/10967494.2023.2170504","DOIUrl":"https://doi.org/10.1080/10967494.2023.2170504","url":null,"abstract":"Abstract A decade after the launch of the world’s first social impact bond (SIB) at Her Majesty’s Prison Peterborough in England, a further 250 SIBs have been developed in over 30 countries raising over $750 m (USD) of capital and serving some 1.7 million people. As investment-backed outcomes-based contracts (OBCs), SIBs are one of many outcomes-oriented reforms being taken up globally. In this introduction, we offer a framework for navigating the inchoate landscape of these reforms and a brief review of literature on OBCs and SIBs to frame the articles in this special issue. We then underscore the major contributions of the six included articles before offering summaries of each. In closing, we discuss the article findings and offer avenues for future research.","PeriodicalId":47671,"journal":{"name":"International Public Management Journal","volume":"26 1","pages":"329 - 338"},"PeriodicalIF":2.6,"publicationDate":"2023-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45575812","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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