Pub Date : 2023-02-01DOI: 10.1177/00208523221143280
Christian Pauletto
Within only 10 days of March 2020, the Swiss administration had designed and implemented a loan guarantee scheme for enterprises. The implementation phase was also short: it lasted less than five months. This article examines how that was possible, considering the complexity of the institutional setting and the scheme's innovative form, especially in terms of IT, including breakthroughs for the Swiss e-administrative practice: the scheme used algorithms to verify clients’ applications, a unique identification number for companies was implemented on a large scale, Swiss banks were integrated into the project's preparation and implementation, and some of their client operations were centralised on a government e-platform. The salient features of the process are identified through an analysis of the unfolding of operations during those ten days. The circumstances and context leading to radically new forms of public governance are also identified. Besides, an output analysis was undertaken to single out the innovative features of the deliverable. The case under consideration was short, and came unpredictably, so that no data or observations could be collected before or during the case. Accordingly, the study is by and large based on ex-post enquiries. With no explicitly formalised mandates, structures, or roles, the project participants came up with an informal organisation system. A well-defined deliverable was a powerful driver of the process. Several characteristics of the project, such as efficient networks, real-time information flow, flexible roles, flat hierarchy, and swift iterative subprocesses were akin to those of ‘agile organisations’. Tasks were performed concomitantly instead of sequentially. Points for practitioners It is striking that not much scholarly research has been published so far with a view to collecting and sharing the ‘lessons learned’ from the unique experience of emergency support packages during the pandemic, including at intra-organisational level. Research could be done regarding replicability both for future emergencies and for adjusting normal-times public management practices. This proposal aims to contribute to this conversation with a view to inspiring practitioners in public administrations and government entities. It foregrounds the relationship between governmental crisis management and the digitalisation of public administration processes using computer-enabled tools.
{"title":"Public management, agility and innovation: The Swiss experience with the COVID-19 loan scheme","authors":"Christian Pauletto","doi":"10.1177/00208523221143280","DOIUrl":"https://doi.org/10.1177/00208523221143280","url":null,"abstract":"Within only 10 days of March 2020, the Swiss administration had designed and implemented a loan guarantee scheme for enterprises. The implementation phase was also short: it lasted less than five months. This article examines how that was possible, considering the complexity of the institutional setting and the scheme's innovative form, especially in terms of IT, including breakthroughs for the Swiss e-administrative practice: the scheme used algorithms to verify clients’ applications, a unique identification number for companies was implemented on a large scale, Swiss banks were integrated into the project's preparation and implementation, and some of their client operations were centralised on a government e-platform. The salient features of the process are identified through an analysis of the unfolding of operations during those ten days. The circumstances and context leading to radically new forms of public governance are also identified. Besides, an output analysis was undertaken to single out the innovative features of the deliverable. The case under consideration was short, and came unpredictably, so that no data or observations could be collected before or during the case. Accordingly, the study is by and large based on ex-post enquiries. With no explicitly formalised mandates, structures, or roles, the project participants came up with an informal organisation system. A well-defined deliverable was a powerful driver of the process. Several characteristics of the project, such as efficient networks, real-time information flow, flexible roles, flat hierarchy, and swift iterative subprocesses were akin to those of ‘agile organisations’. Tasks were performed concomitantly instead of sequentially. Points for practitioners It is striking that not much scholarly research has been published so far with a view to collecting and sharing the ‘lessons learned’ from the unique experience of emergency support packages during the pandemic, including at intra-organisational level. Research could be done regarding replicability both for future emergencies and for adjusting normal-times public management practices. This proposal aims to contribute to this conversation with a view to inspiring practitioners in public administrations and government entities. It foregrounds the relationship between governmental crisis management and the digitalisation of public administration processes using computer-enabled tools.","PeriodicalId":47811,"journal":{"name":"International Review of Administrative Sciences","volume":" ","pages":""},"PeriodicalIF":2.3,"publicationDate":"2023-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47550446","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-19DOI: 10.1177/00208523221147617
Xiao Lu Wang
This article explores the relationship between meta-governance, uncertainty and governance network responses. A social network analysis was conducted on the interlocking directorate network among nonprofits before and after a market-oriented collibration triggered by a new public management reform to the corporatist social service provision system in Hong Kong. By unpacking and showing the distinct processes of network formation in response to substantive and strategic uncertainty arising from the market-oriented collibration, the study shows that although more nonprofit actors were directly included in the formalized policy venues after the reform, the network density and clustering coefficient dropped after the reform, potentially reducing the self-coordinating capacity of the governance network. However, for some nonprofit actors, node betweenness centrality increased and node degree centrality decreased, creating an enabling condition for adaption. The uncertainties in meta-governance may bring about network processes at variance with the original intentions of public meta-governors that actors with complementary resources and competences combine their efforts in the provision of services and service innovation. To manage substantive and strategic uncertainties, public meta-governors need to find ways to increase the shared understandings of social problems, enhance the clarity of policy goals, and find a balance when collaborating between collaborative and market modes of governance.
{"title":"Meta-governance, uncertainty and self-organization in corporatist social service sectors: The case of Hong Kong","authors":"Xiao Lu Wang","doi":"10.1177/00208523221147617","DOIUrl":"https://doi.org/10.1177/00208523221147617","url":null,"abstract":"This article explores the relationship between meta-governance, uncertainty and governance network responses. A social network analysis was conducted on the interlocking directorate network among nonprofits before and after a market-oriented collibration triggered by a new public management reform to the corporatist social service provision system in Hong Kong. By unpacking and showing the distinct processes of network formation in response to substantive and strategic uncertainty arising from the market-oriented collibration, the study shows that although more nonprofit actors were directly included in the formalized policy venues after the reform, the network density and clustering coefficient dropped after the reform, potentially reducing the self-coordinating capacity of the governance network. However, for some nonprofit actors, node betweenness centrality increased and node degree centrality decreased, creating an enabling condition for adaption. The uncertainties in meta-governance may bring about network processes at variance with the original intentions of public meta-governors that actors with complementary resources and competences combine their efforts in the provision of services and service innovation. To manage substantive and strategic uncertainties, public meta-governors need to find ways to increase the shared understandings of social problems, enhance the clarity of policy goals, and find a balance when collaborating between collaborative and market modes of governance.","PeriodicalId":47811,"journal":{"name":"International Review of Administrative Sciences","volume":" ","pages":""},"PeriodicalIF":2.3,"publicationDate":"2023-01-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47939714","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-17DOI: 10.1177/00208523221132228
J. Fleischer, Andree Pruin
In recent years, governments have increased their efforts to strengthen the citizen-orientation in policy design. They have established temporary arenas as well as permanent units inside the machinery of government to integrate citizens into policy formulation, leading to a “laboratorization” of central government organizations. We argue that the evolution and role of these units herald new dynamics in the importance of organizational reputation for executive politics. These actors deviate from the classic palette of organizational units inside the machinery of government and thus require their own reputation vis-à-vis various audiences within and outside their parent organization. Based on a comparative case study of two of these units inside the German federal bureaucracy, we show how ambiguous expectations of their audiences challenge their organizational reputation. Both units resolve these tensions by balancing their weaker professional and procedural reputation with a stronger performative and moral reputation. We conclude that government units aiming to improve citizen orientation in policy design may benefit from engaging with citizens as their external audience to compensate for a weaker reputation in the eyes of their audiences inside the government organization. Points for practitioners Many governments have introduced novel means to strengthen citizen-centered policy design, which has led to an emergence of novel units inside central government that differ from traditional bureaucratic structures and procedures. This study analyzes how these new units may build their organizational reputation vis-à-vis internal and external actors in government policymaking. We show that such units assert themselves primarily based on their performative and moral reputation.
{"title":"Organizational reputation in executive politics: Citizen-oriented units in the German federal bureaucracy","authors":"J. Fleischer, Andree Pruin","doi":"10.1177/00208523221132228","DOIUrl":"https://doi.org/10.1177/00208523221132228","url":null,"abstract":"In recent years, governments have increased their efforts to strengthen the citizen-orientation in policy design. They have established temporary arenas as well as permanent units inside the machinery of government to integrate citizens into policy formulation, leading to a “laboratorization” of central government organizations. We argue that the evolution and role of these units herald new dynamics in the importance of organizational reputation for executive politics. These actors deviate from the classic palette of organizational units inside the machinery of government and thus require their own reputation vis-à-vis various audiences within and outside their parent organization. Based on a comparative case study of two of these units inside the German federal bureaucracy, we show how ambiguous expectations of their audiences challenge their organizational reputation. Both units resolve these tensions by balancing their weaker professional and procedural reputation with a stronger performative and moral reputation. We conclude that government units aiming to improve citizen orientation in policy design may benefit from engaging with citizens as their external audience to compensate for a weaker reputation in the eyes of their audiences inside the government organization. Points for practitioners Many governments have introduced novel means to strengthen citizen-centered policy design, which has led to an emergence of novel units inside central government that differ from traditional bureaucratic structures and procedures. This study analyzes how these new units may build their organizational reputation vis-à-vis internal and external actors in government policymaking. We show that such units assert themselves primarily based on their performative and moral reputation.","PeriodicalId":47811,"journal":{"name":"International Review of Administrative Sciences","volume":" ","pages":""},"PeriodicalIF":2.3,"publicationDate":"2023-01-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47575565","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-04DOI: 10.1177/00208523221146458
Marco Bisogno, Beatriz Cuadrado-Ballesteros, F. Rossi, Noemí Peña-Miguel
Sustainable Development Goals (SDGs) are a challenge that many public administrations face in promoting sustainable growth. Local governments, as the governmental tier closest to citizens, should deliberate upon strategies and actions attuned to achieving SDGs for the benefit of their communities. Through a comparative analysis of Italian and Spanish local governments, this research investigates the conditions that can support the achievement of SDGs. The results depict the political and financial levers that can stimulate politicians and policymakers in designing appropriate strategies and action plans towards the achievement of SDGs, while opening the path for further research that can support public administrations in their efforts at achieving sustainable growth. Sustainable Development Goals (SDGs) are believed to play a vital role in our society. They represent the background of strategies and policies implemented at a local government level; accordingly, politicians and public managers are key actors in achieving SDGs. Our study shows that local governments tend to implement sustainable policies despite the political ideology; results also illustrate that governing in large coalitions could be a hindrance to implementing sustainable policies. Furthermore, favourable financial conditions support the achievement of SDGs.
{"title":"Sustainable development goals in public administrations: Enabling conditions in local governments","authors":"Marco Bisogno, Beatriz Cuadrado-Ballesteros, F. Rossi, Noemí Peña-Miguel","doi":"10.1177/00208523221146458","DOIUrl":"https://doi.org/10.1177/00208523221146458","url":null,"abstract":"Sustainable Development Goals (SDGs) are a challenge that many public administrations face in promoting sustainable growth. Local governments, as the governmental tier closest to citizens, should deliberate upon strategies and actions attuned to achieving SDGs for the benefit of their communities. Through a comparative analysis of Italian and Spanish local governments, this research investigates the conditions that can support the achievement of SDGs. The results depict the political and financial levers that can stimulate politicians and policymakers in designing appropriate strategies and action plans towards the achievement of SDGs, while opening the path for further research that can support public administrations in their efforts at achieving sustainable growth. Sustainable Development Goals (SDGs) are believed to play a vital role in our society. They represent the background of strategies and policies implemented at a local government level; accordingly, politicians and public managers are key actors in achieving SDGs. Our study shows that local governments tend to implement sustainable policies despite the political ideology; results also illustrate that governing in large coalitions could be a hindrance to implementing sustainable policies. Furthermore, favourable financial conditions support the achievement of SDGs.","PeriodicalId":47811,"journal":{"name":"International Review of Administrative Sciences","volume":" ","pages":""},"PeriodicalIF":2.3,"publicationDate":"2023-01-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48231723","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-04DOI: 10.1177/00208523221139541
Beatrice Fabiani, Rocco Frondizi, Noemi Rossi
The diversity and increasing number of development actors is a factor of complexity for recipient countries that puts at risk the efficiency of assistance delivery and undermines country ownership. The G20 Leaders have called on the international community to promote country platforms, owned by governments, to foster coordination among development partners and mobilize private investments. The objective of this study is to analyse the coordination exercise of the G20 Compact with Africa, a regional platform initiated under the Germany G20 Presidency in 2017, in line with its mandate to leverage private financing. In particular, we will investigate how the international community pursues common goals in the sectors of operations under the Compact with Africa and how Compact's countries structure their national development and sectoral strategies in synergy with development partners. The analysis will be triangulated through a documentary analysis and semi-structured interviews to assess how country platforms can contribute to promoting a coordinated approach among development partners in the definition of government priorities and attract private sector investments. The implications of this work emphasize that country platforms can act as a vehicle to harmonize, monitor, and narrow the number of development priorities in a country. For this mechanism to be effective, country leadership and ownership should be inclusive of all development partners and in line with governments’ needs and targets.
{"title":"Governing aid coordination in regional platforms: the G20 Compact with Africa case","authors":"Beatrice Fabiani, Rocco Frondizi, Noemi Rossi","doi":"10.1177/00208523221139541","DOIUrl":"https://doi.org/10.1177/00208523221139541","url":null,"abstract":"The diversity and increasing number of development actors is a factor of complexity for recipient countries that puts at risk the efficiency of assistance delivery and undermines country ownership. The G20 Leaders have called on the international community to promote country platforms, owned by governments, to foster coordination among development partners and mobilize private investments. The objective of this study is to analyse the coordination exercise of the G20 Compact with Africa, a regional platform initiated under the Germany G20 Presidency in 2017, in line with its mandate to leverage private financing. In particular, we will investigate how the international community pursues common goals in the sectors of operations under the Compact with Africa and how Compact's countries structure their national development and sectoral strategies in synergy with development partners. The analysis will be triangulated through a documentary analysis and semi-structured interviews to assess how country platforms can contribute to promoting a coordinated approach among development partners in the definition of government priorities and attract private sector investments. The implications of this work emphasize that country platforms can act as a vehicle to harmonize, monitor, and narrow the number of development priorities in a country. For this mechanism to be effective, country leadership and ownership should be inclusive of all development partners and in line with governments’ needs and targets.","PeriodicalId":47811,"journal":{"name":"International Review of Administrative Sciences","volume":" ","pages":""},"PeriodicalIF":2.3,"publicationDate":"2023-01-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43932442","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-11-25DOI: 10.1177/00208523221139390
S. Sahraoui
Like most other organizations, the International Institute of Administrative Sciences (IIAS) has endured trying times during COVID: cancellation of events, followed by having to move them to online and then hybrid formats; a reduction in membership fee receipts as a result of members reprioritizing their budgets; delays in delivering services and the difficulties involved in doing so; and in general, disruption to the IIAS business model. All of these have put the organization under heavy strain. The COVID crisis came at a time when IIAS was emerging from another survival crisis whose causes were internal rather than external: revenues had been decreasing for several years; operational expenses were steadily increasing; and the institute governance was in question. Had the COVID crisis come in 2017, IIAS could have folded. As it was, starting in the second half of 2017, drastic changes were made to reverse the situation. These consisted of the following.
{"title":"Chronicle of the International Institute of Administrative Sciences","authors":"S. Sahraoui","doi":"10.1177/00208523221139390","DOIUrl":"https://doi.org/10.1177/00208523221139390","url":null,"abstract":"Like most other organizations, the International Institute of Administrative Sciences (IIAS) has endured trying times during COVID: cancellation of events, followed by having to move them to online and then hybrid formats; a reduction in membership fee receipts as a result of members reprioritizing their budgets; delays in delivering services and the difficulties involved in doing so; and in general, disruption to the IIAS business model. All of these have put the organization under heavy strain. The COVID crisis came at a time when IIAS was emerging from another survival crisis whose causes were internal rather than external: revenues had been decreasing for several years; operational expenses were steadily increasing; and the institute governance was in question. Had the COVID crisis come in 2017, IIAS could have folded. As it was, starting in the second half of 2017, drastic changes were made to reverse the situation. These consisted of the following.","PeriodicalId":47811,"journal":{"name":"International Review of Administrative Sciences","volume":"88 1","pages":"1250 - 1253"},"PeriodicalIF":2.3,"publicationDate":"2022-11-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46991286","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-11-07DOI: 10.1177/00208523221133065
Marybel Perez, Alejandro Agafonow
Patrons of think tanks—for example, governments, corporations, philanthropists, NGOs, and so forth—may control think tanks’ boards, that is, their highest decision-making body. Whether patrons are likely to control boards is a question that remains under-explored and under-theorised in public administration and governance scholarship. It is posited that patrons are likely to control boards when the marginal benefit of partaking in decision-making does not exceed the cost of information transfer. The comparative examination of International Relations think tanks’ statutes shows that patron control is substantial. However, patronage does not always guarantee board control. Patron control is moderated by the nature of the transaction. The conclusion assesses patron control concerning decision-making processes in the think tank and the idiosyncratic character of policy advice. Points for practitioners Practitioners can assess events of goal displacement in think tanks by learning about mechanisms that facilitate or hinder patron control over think tanks. Laying out the conditions under which patrons exercise control, the latter turns out to be substantial despite not all patrons having control over think tank boards. Patron control is shown to depend on the position of stakeholders in the decision-making chain and the nonlinear relation between effort and influence in policy advice.
{"title":"The control of the policy advice industry: how patrons defer their decision-rights to think tank boards","authors":"Marybel Perez, Alejandro Agafonow","doi":"10.1177/00208523221133065","DOIUrl":"https://doi.org/10.1177/00208523221133065","url":null,"abstract":"Patrons of think tanks—for example, governments, corporations, philanthropists, NGOs, and so forth—may control think tanks’ boards, that is, their highest decision-making body. Whether patrons are likely to control boards is a question that remains under-explored and under-theorised in public administration and governance scholarship. It is posited that patrons are likely to control boards when the marginal benefit of partaking in decision-making does not exceed the cost of information transfer. The comparative examination of International Relations think tanks’ statutes shows that patron control is substantial. However, patronage does not always guarantee board control. Patron control is moderated by the nature of the transaction. The conclusion assesses patron control concerning decision-making processes in the think tank and the idiosyncratic character of policy advice. Points for practitioners Practitioners can assess events of goal displacement in think tanks by learning about mechanisms that facilitate or hinder patron control over think tanks. Laying out the conditions under which patrons exercise control, the latter turns out to be substantial despite not all patrons having control over think tank boards. Patron control is shown to depend on the position of stakeholders in the decision-making chain and the nonlinear relation between effort and influence in policy advice.","PeriodicalId":47811,"journal":{"name":"International Review of Administrative Sciences","volume":"89 1","pages":"808 - 824"},"PeriodicalIF":2.3,"publicationDate":"2022-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44407678","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-11-07DOI: 10.1177/00208523221133229
Vincent Mabillard, R. Zumofen, Martial Pasquier
This article relies on the literature on technology adoption and empirical studies on social media adoption in the public sector to analyze the case of Belgian municipalities. Our objective is threefold as we aim to: (a) provide a new approach to assess the adoption of social media platforms by governments, (b) describe the current situation in Belgium through the concept of “active adoption” and (c) determine the main factors that relate to the uptake of Facebook in Belgian municipalities over 10,000 inhabitants. To achieve these objectives, we used software to retrieve quantitative data regarding Facebook adoption and institutionalization. Our results reveal that municipality size, median age and longevity on the platform are positively associated with the adoption of Facebook. In contrast, median income is, surprisingly, negatively associated with several dimensions of active adoption. These findings contribute to the literature on the factors related to social media use. In addition, the new ways of uncovering social media adoption and institutionalization patterns provide a solid conceptual approach for future research. For practitioners, our study provides municipalities with a better assessment framework and offers them a new model to evaluate social media adoption, underlining the fundamental difference between registration and “active adoption”. This article provides a new approach to assess social media adoption and institutionalization patterns in public organizations. It offers a framework to evaluate social media adoption, underlining the fundamental difference between registration and ‘active adoption’. It also identifies the main factors that relate to the uptake of Facebook in Belgian municipalities over 10,000 inhabitants: population size, median age, median income and social media-related variables – that is, activity on Twitter and Instagram – as well as longevity on the platform.
{"title":"Local governments’ communication on social media platforms: refining and assessing patterns of adoption in Belgium","authors":"Vincent Mabillard, R. Zumofen, Martial Pasquier","doi":"10.1177/00208523221133229","DOIUrl":"https://doi.org/10.1177/00208523221133229","url":null,"abstract":"This article relies on the literature on technology adoption and empirical studies on social media adoption in the public sector to analyze the case of Belgian municipalities. Our objective is threefold as we aim to: (a) provide a new approach to assess the adoption of social media platforms by governments, (b) describe the current situation in Belgium through the concept of “active adoption” and (c) determine the main factors that relate to the uptake of Facebook in Belgian municipalities over 10,000 inhabitants. To achieve these objectives, we used software to retrieve quantitative data regarding Facebook adoption and institutionalization. Our results reveal that municipality size, median age and longevity on the platform are positively associated with the adoption of Facebook. In contrast, median income is, surprisingly, negatively associated with several dimensions of active adoption. These findings contribute to the literature on the factors related to social media use. In addition, the new ways of uncovering social media adoption and institutionalization patterns provide a solid conceptual approach for future research. For practitioners, our study provides municipalities with a better assessment framework and offers them a new model to evaluate social media adoption, underlining the fundamental difference between registration and “active adoption”. This article provides a new approach to assess social media adoption and institutionalization patterns in public organizations. It offers a framework to evaluate social media adoption, underlining the fundamental difference between registration and ‘active adoption’. It also identifies the main factors that relate to the uptake of Facebook in Belgian municipalities over 10,000 inhabitants: population size, median age, median income and social media-related variables – that is, activity on Twitter and Instagram – as well as longevity on the platform.","PeriodicalId":47811,"journal":{"name":"International Review of Administrative Sciences","volume":" ","pages":""},"PeriodicalIF":2.3,"publicationDate":"2022-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48892921","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-11-06DOI: 10.1177/00208523221134484
M. Carminati, D. Cavenago, L. Mariani
Co-production was vital to support public services provision during the first wave of COVID-19 pandemic, and one of the main challenges for service providers is to make co-production sustainable. There are few empirical studies on the sustainability of co-production from a long-term perspective. This study aims to contribute to this topic by exploring the micro-level foundations of co-production persistence through a longitudinal qualitative study in three public service organizations providing developmental services for youth with disabilities. Co-production is analyzed along the service provision process before, during and after the first COVID-19 lockdown, with specific attention on exploring how the conditions for sustainable co-production – mutual commitment, complementarities and institutional arrangements – occur and reinforce one another after an external shock. The findings suggest that the persistence of co-production is a result of a process in which experimentation with new complementarities can enhance previous co-production experiences and generate a context of mutual commitment that facilitates future co-production initiatives and their institutionalization. Points for practitioners This article suggests how service providers can activate a potential virtuous cycle of co-production by increasing the opportunities that foster and sustain users and families' self-efficacy and reciprocal trust, and the contributions from wider social support networks of the most vulnerable people.
{"title":"Co-production before, during, and after the first COVID-19 lockdown: The case of developmental services for youth with disabilities","authors":"M. Carminati, D. Cavenago, L. Mariani","doi":"10.1177/00208523221134484","DOIUrl":"https://doi.org/10.1177/00208523221134484","url":null,"abstract":"Co-production was vital to support public services provision during the first wave of COVID-19 pandemic, and one of the main challenges for service providers is to make co-production sustainable. There are few empirical studies on the sustainability of co-production from a long-term perspective. This study aims to contribute to this topic by exploring the micro-level foundations of co-production persistence through a longitudinal qualitative study in three public service organizations providing developmental services for youth with disabilities. Co-production is analyzed along the service provision process before, during and after the first COVID-19 lockdown, with specific attention on exploring how the conditions for sustainable co-production – mutual commitment, complementarities and institutional arrangements – occur and reinforce one another after an external shock. The findings suggest that the persistence of co-production is a result of a process in which experimentation with new complementarities can enhance previous co-production experiences and generate a context of mutual commitment that facilitates future co-production initiatives and their institutionalization. Points for practitioners This article suggests how service providers can activate a potential virtuous cycle of co-production by increasing the opportunities that foster and sustain users and families' self-efficacy and reciprocal trust, and the contributions from wider social support networks of the most vulnerable people.","PeriodicalId":47811,"journal":{"name":"International Review of Administrative Sciences","volume":" ","pages":""},"PeriodicalIF":2.3,"publicationDate":"2022-11-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43994297","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-11-01DOI: 10.1177/00208523221126860
Javier Miranzo Díaz, Agustí Cerrillo i Martinez, Ramon Galindo Caldés, Judith Castro Carranza
Over the past years, the anti-corruption strategy in public administrations has been shifting from a formal way of control towards a risk management and assessment one. However, it is not clear whe...
{"title":"Corruption risk analysis in local public procurement: a look at the Àrea Metropolitana de Barcelona","authors":"Javier Miranzo Díaz, Agustí Cerrillo i Martinez, Ramon Galindo Caldés, Judith Castro Carranza","doi":"10.1177/00208523221126860","DOIUrl":"https://doi.org/10.1177/00208523221126860","url":null,"abstract":"Over the past years, the anti-corruption strategy in public administrations has been shifting from a formal way of control towards a risk management and assessment one. However, it is not clear whe...","PeriodicalId":47811,"journal":{"name":"International Review of Administrative Sciences","volume":"14 3","pages":""},"PeriodicalIF":2.3,"publicationDate":"2022-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138504899","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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