This paper investigates the influence of algorithms on the administrative processes within public organizations, utilizing the foundational theory of formalization from Walsh and Dewar (1987) as a framework. Introduces the concept of “algorithmic formalization”, a new form of formalization induced by the adoption of algorithms, which fundamentally alters administrative workflows. Focusing on COMPAS algorithm used in the US judiciary for risk assessment, the paper illustrates how the algorithm serves multiple roles – as code, channel, and standard – systematizing administrative processes related to risk assessment and judicial decisions. By delving into COMPAS case study, the research sheds light on the novel concept of algorithmic formalization, emphasizing its significant repercussions for analyzing and applying algorithmic administrative processes.
本文以沃尔什和杜瓦（Walsh and Dewar，1987 年）的形式化基础理论为框架，研究了算法对公共组织内部行政流程的影响。本文提出了 "算法正规化 "的概念，这是一种因采用算法而产生的新形式的正规化，它从根本上改变了行政工作流程。本文以美国司法机构在风险评估中使用的 COMPAS 算法为重点，说明了算法如何发挥代码、渠道和标准等多重作用，将与风险评估和司法决策相关的行政流程系统化。通过对 COMPAS 案例的深入研究，该研究揭示了算法形式化的新概念，强调了其对分析和应用算法行政流程的重要影响。
{"title":"Algorithmic formalization: Impacts on administrative processes","authors":"Antonio Cordella, Francesco Gualdi","doi":"10.1111/padm.13030","DOIUrl":"https://doi.org/10.1111/padm.13030","url":null,"abstract":"This paper investigates the influence of algorithms on the administrative processes within public organizations, utilizing the foundational theory of formalization from Walsh and Dewar (1987) as a framework. Introduces the concept of “algorithmic formalization”, a new form of formalization induced by the adoption of algorithms, which fundamentally alters administrative workflows. Focusing on COMPAS algorithm used in the US judiciary for risk assessment, the paper illustrates how the algorithm serves multiple roles – as code, channel, and standard – systematizing administrative processes related to risk assessment and judicial decisions. By delving into COMPAS case study, the research sheds light on the novel concept of algorithmic formalization, emphasizing its significant repercussions for analyzing and applying algorithmic administrative processes.","PeriodicalId":48284,"journal":{"name":"Public Administration","volume":"12 1","pages":""},"PeriodicalIF":3.5,"publicationDate":"2024-08-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142177158","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Punitive measures (sanctions) are central to accountability. Their use is however costly as they harm relationships. Prior research shows that punitive measures often remain unused. Public sector actors further operate in informal accountability settings where punitive measures are absent. Additionally, doctrines such as New Public Governance prioritize informal networks above hierarchy and punitive measures. Against this background, we study when and why nonpunitive accountability can be effective. Three theoretical logics are developed for decision‐making behavior under the condition of accountability. We theorize account‐givers are driven by a combination of extrinsic, intrinsic, and relational motivation. A conjoint experiment is used to study decisions (N = 761) of administrative leaders in Denmark in varying nonpunitive accountability conditions. Our findings suggest that a combination of extrinsic motivation and relational motivation explains decisions of account‐givers in nonpunitive settings. The study expands our theoretical knowledge of the behavioral effects of accountability and offers insights for policy practitioners.
{"title":"Making nonpunitive accountability matter: Exploring behavioral effects of nonpunitive accountability in a conjoint experiment","authors":"Thomas Schillemans, Marija Aleksovska","doi":"10.1111/padm.13024","DOIUrl":"https://doi.org/10.1111/padm.13024","url":null,"abstract":"Punitive measures (sanctions) are central to accountability. Their use is however costly as they harm relationships. Prior research shows that punitive measures often remain unused. Public sector actors further operate in informal accountability settings where punitive measures are absent. Additionally, doctrines such as New Public Governance prioritize informal networks above hierarchy and punitive measures. Against this background, we study when and why nonpunitive accountability can be effective. Three theoretical logics are developed for decision‐making behavior under the condition of accountability. We theorize account‐givers are driven by a combination of extrinsic, intrinsic, and relational motivation. A conjoint experiment is used to study decisions (<jats:italic>N</jats:italic> = 761) of administrative leaders in Denmark in varying nonpunitive accountability conditions. Our findings suggest that a combination of extrinsic motivation and relational motivation explains decisions of account‐givers in nonpunitive settings. The study expands our theoretical knowledge of the behavioral effects of accountability and offers insights for policy practitioners.","PeriodicalId":48284,"journal":{"name":"Public Administration","volume":"107 1","pages":""},"PeriodicalIF":3.5,"publicationDate":"2024-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142177159","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Behavioral public administration research has provided empirical evidence of several perception biases when individuals process information. Building on these findings, we seek to advance the literature by analyzing politicians' financial perceptions of their own government. Drawing on the theory of motivated reasoning, we examine the context of Swedish municipalities and find financial perception gaps associated with politicians' party affiliation (establishment or anti‐establishment), parliamentary position (opposition or governing party), and formal hierarchical rank. Specifically, politicians representing anti‐establishment and opposition parties, as well as those occupying lower positions in the political hierarchy—and thus having less influence over and less responsibility for municipal affairs—tend to perceive the financial situation more negatively. These findings suggest the presence of a motivationally driven bias in politicians' perceptions of financial conditions; moreover, they illustrate that these perceptions are influenced by factors beyond the traditional financial, socioeconomic, and demographic ones examined in previous research.
{"title":"Why do politicians perceive the same financial conditions differently?","authors":"Pierre Donatella, David Karlsson","doi":"10.1111/padm.13029","DOIUrl":"https://doi.org/10.1111/padm.13029","url":null,"abstract":"Behavioral public administration research has provided empirical evidence of several perception biases when individuals process information. Building on these findings, we seek to advance the literature by analyzing politicians' financial perceptions of their own government. Drawing on the theory of motivated reasoning, we examine the context of Swedish municipalities and find financial perception gaps associated with politicians' party affiliation (establishment or anti‐establishment), parliamentary position (opposition or governing party), and formal hierarchical rank. Specifically, politicians representing anti‐establishment and opposition parties, as well as those occupying lower positions in the political hierarchy—and thus having less influence over and less responsibility for municipal affairs—tend to perceive the financial situation more negatively. These findings suggest the presence of a motivationally driven bias in politicians' perceptions of financial conditions; moreover, they illustrate that these perceptions are influenced by factors beyond the traditional financial, socioeconomic, and demographic ones examined in previous research.","PeriodicalId":48284,"journal":{"name":"Public Administration","volume":"179 1","pages":""},"PeriodicalIF":3.5,"publicationDate":"2024-08-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142223488","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
There is considerable investment by government policymakers in supporting pilot innovation in public services, following which pilots prove difficult to sustain. Our 4‐year longitudinal study of three pilot innovations in England, which seek to support the transition of care leavers into adulthood, provides insight into how such pilots can be sustained. Conceiving innovation as a journey, our study first identifies the dynamics of innovation around five key ingredients: the role of senior managers in cultivating a receptive context for innovation, distributed leadership, user co‐production, measurement of outcomes, and innovation adaption. Second, our study highlights some ingredients are more important as implementation of innovation is initiated and may fade in importance as the innovation journey proceeds. Third, our study shows innovation ingredients are shaped by organizational contingencies of performance and financial pressures. Finally, we suggest a need for a contextualized implementation science framework to examine innovation in social care.
{"title":"How to extend pilot innovation in public services: A case of children's social care innovation","authors":"Graeme Currie, Amy Lynch, Jacky Swan, Hayley Alderson, Seana Friel, Carrie Harrop, Rebecca Johnson, Gary Kerridge, Deborah Smart, Ruth McGovern, Emily Munro","doi":"10.1111/padm.13028","DOIUrl":"https://doi.org/10.1111/padm.13028","url":null,"abstract":"There is considerable investment by government policymakers in supporting pilot innovation in public services, following which pilots prove difficult to sustain. Our 4‐year longitudinal study of three pilot innovations in England, which seek to support the transition of care leavers into adulthood, provides insight into how such pilots can be sustained. Conceiving innovation as a journey, our study first identifies the dynamics of innovation around five key ingredients: the role of senior managers in cultivating a receptive context for innovation, distributed leadership, user co‐production, measurement of outcomes, and innovation adaption. Second, our study highlights some ingredients are more important as implementation of innovation is initiated and may fade in importance as the innovation journey proceeds. Third, our study shows innovation ingredients are shaped by organizational contingencies of performance and financial pressures. Finally, we suggest a need for a contextualized implementation science framework to examine innovation in social care.","PeriodicalId":48284,"journal":{"name":"Public Administration","volume":"16 1","pages":""},"PeriodicalIF":3.5,"publicationDate":"2024-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142177160","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The implementation work of street‐level bureaucrats (SLBs) is becoming more complex due to concurrent imperatives. While previous research has focused on SLBs' discretion decisions and coping strategies, this study adds to existing literature by suggesting that their perceptions of “the job” are changing. Drawing on in‐depth interviews with 87 US police officers, we found that SLBs are influenced by the great emphasis on public value, understanding their job in terms of assuming general responsibility for citizens, as public representatives. They adopt various strategies to respond to citizens' needs, providing a vast range of services that deviate from their traditional job. We conclude that SLBs work constantly, formally and informally, to effectively address what is good for the public, in ways that go beyond their professional particularities. We argue that such a broader perspective requires public administration scholars to consider more critically the expanded job perceptions, manifested in expanded professional responsibility.
{"title":"Street‐level bureaucrats' perceptions of “the job”: Deviation from professional particularities and micro creation of public value","authors":"Einat Lavee, Galia Cohen","doi":"10.1111/padm.13025","DOIUrl":"https://doi.org/10.1111/padm.13025","url":null,"abstract":"The implementation work of street‐level bureaucrats (SLBs) is becoming more complex due to concurrent imperatives. While previous research has focused on SLBs' discretion decisions and coping strategies, this study adds to existing literature by suggesting that their perceptions of “the job” are changing. Drawing on in‐depth interviews with 87 US police officers, we found that SLBs are influenced by the great emphasis on public value, understanding their job in terms of assuming general responsibility for citizens, as public representatives. They adopt various strategies to respond to citizens' needs, providing a vast range of services that deviate from their traditional job. We conclude that SLBs work constantly, formally and informally, to effectively address what is good for the public, in ways that go beyond their professional particularities. We argue that such a broader perspective requires public administration scholars to consider more critically the expanded job perceptions, manifested in expanded professional responsibility.","PeriodicalId":48284,"journal":{"name":"Public Administration","volume":"16 1","pages":""},"PeriodicalIF":3.5,"publicationDate":"2024-08-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141935883","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Entrepreneurial leadership in the public sector has attracted the interest of both scholars and policymakers, as it is seen as a key determinant of innovation. This study adopts a contingency view of leadership and examines the entrepreneurial leadership–innovation relationship while also considering the moderating effects of the causal‐ and effectual‐logic processes employed. Based on multisource data across 105 municipal departments in Greece, the findings suggest that entrepreneurial leadership exerts a positive effect on exploratory innovation; this effect is further reinforced by formalization. In contrast, entrepreneurial leadership's influence on exploitative innovation depends on collaboration and conditions of working with limited means, in such a way that the impact is positive only at high levels of these effectual‐logic processes; at low levels, it is negative. Practical implications are discussed for public organizations seeking to translate entrepreneurial leadership into innovation.
{"title":"Entrepreneurial leadership and innovation in the public sector: The role of causal‐ and effectual‐logic processes","authors":"Elisavet Kousina, Ioanna Deligianni, Irini Voudouris","doi":"10.1111/padm.13022","DOIUrl":"https://doi.org/10.1111/padm.13022","url":null,"abstract":"Entrepreneurial leadership in the public sector has attracted the interest of both scholars and policymakers, as it is seen as a key determinant of innovation. This study adopts a contingency view of leadership and examines the entrepreneurial leadership–innovation relationship while also considering the moderating effects of the causal‐ and effectual‐logic processes employed. Based on multisource data across 105 municipal departments in Greece, the findings suggest that entrepreneurial leadership exerts a positive effect on exploratory innovation; this effect is further reinforced by formalization. In contrast, entrepreneurial leadership's influence on exploitative innovation depends on collaboration and conditions of working with limited means, in such a way that the impact is positive only at high levels of these effectual‐logic processes; at low levels, it is negative. Practical implications are discussed for public organizations seeking to translate entrepreneurial leadership into innovation.","PeriodicalId":48284,"journal":{"name":"Public Administration","volume":"12 1","pages":""},"PeriodicalIF":3.5,"publicationDate":"2024-07-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141868164","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In this article, we explore how less dominant actors, service users in our case, utilize different types of power to influence more dominant professional groups during processes of co‐production. Drawing on semi‐structured interviews with 48 service users involved in healthcare improvement research, we illuminate the crucial role of normative power during processes of co‐production. In contrast to extant co‐production literature, which largely focuses on structural or resource power, we show how normative power is created by service users to leverage influence over more dominant actors. We highlight the relationship between structural, resource, and normative power during processes of co‐production, extending understandings of the dynamic nature of co‐production and generating implications for public involvement policy and practice.
{"title":"Leveraging normative power in co‐production to redress power imbalances","authors":"Yaru Chen, Charlotte Croft, Graeme Currie","doi":"10.1111/padm.13015","DOIUrl":"https://doi.org/10.1111/padm.13015","url":null,"abstract":"In this article, we explore how less dominant actors, service users in our case, utilize different types of power to influence more dominant professional groups during processes of co‐production. Drawing on semi‐structured interviews with 48 service users involved in healthcare improvement research, we illuminate the crucial role of normative power during processes of co‐production. In contrast to extant co‐production literature, which largely focuses on structural or resource power, we show how normative power is created by service users to leverage influence over more dominant actors. We highlight the relationship between structural, resource, and normative power during processes of co‐production, extending understandings of the dynamic nature of co‐production and generating implications for public involvement policy and practice.","PeriodicalId":48284,"journal":{"name":"Public Administration","volume":"43 1","pages":""},"PeriodicalIF":3.5,"publicationDate":"2024-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141785306","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Government analytics: From the information age to the digital age By Daniel Rogger, Christian Schuster. Washington, DC: World Bank Publications. 2023. pp. 760. ISBN: 9781464819575","authors":"Robert K. Christensen","doi":"10.1111/padm.13020","DOIUrl":"https://doi.org/10.1111/padm.13020","url":null,"abstract":"","PeriodicalId":48284,"journal":{"name":"Public Administration","volume":"13 1","pages":""},"PeriodicalIF":3.5,"publicationDate":"2024-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141772455","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The way the money goes: The fiscal constitution and public spending in the UK. By ChristopherHood, MaiaKing, IainMcLean, Barbara MariaPiotrowska. Oxford: Oxford University Press. 2023. pp. 304. £90.00 (hbk). ISBN: 9780198865087","authors":"Philipp Krause","doi":"10.1111/padm.13019","DOIUrl":"https://doi.org/10.1111/padm.13019","url":null,"abstract":"","PeriodicalId":48284,"journal":{"name":"Public Administration","volume":"13 1","pages":""},"PeriodicalIF":3.5,"publicationDate":"2024-07-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141741082","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"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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