This study aims to investigate the impact of organizational change in a public sector high- reliability context. Drawing on conservation of resources theory, our theoretical model posits that change can be stressful and cause negative affective reactions toward the change, which undermine adjustment and post-change functioning. A quantitative case study was carried out on a Dutch air force squadron undergoing a significant organizational change, including the collection of three waves of survey data from squadron members. The data underwent analysis through a process of moderated mediation. Consistently with the theoretically derived hypotheses, results show that negative affect towards the change predicted important adjustment indicators, i.e., higher levels of work role overload and work errors. Furthermore, we found that the detrimental effects of negative affect were mitigated by the level of normative commitment to change, i.e., the felt obligation to provide support for the change. Overall, the study's intended contribution lies in its detailed examination of change dynamics in the specific context of public high-reliability organizations and its potential to inform theory and practice in that area.
{"title":"Adapting to Organizational Change in a Public Sector High-Reliability Context: The Role of Negative Affect and Normative Commitment to Change","authors":"Armin Pircher Verdorfer, Gerco van Ginkel","doi":"10.1093/jopart/muae009","DOIUrl":"https://doi.org/10.1093/jopart/muae009","url":null,"abstract":"This study aims to investigate the impact of organizational change in a public sector high- reliability context. Drawing on conservation of resources theory, our theoretical model posits that change can be stressful and cause negative affective reactions toward the change, which undermine adjustment and post-change functioning. A quantitative case study was carried out on a Dutch air force squadron undergoing a significant organizational change, including the collection of three waves of survey data from squadron members. The data underwent analysis through a process of moderated mediation. Consistently with the theoretically derived hypotheses, results show that negative affect towards the change predicted important adjustment indicators, i.e., higher levels of work role overload and work errors. Furthermore, we found that the detrimental effects of negative affect were mitigated by the level of normative commitment to change, i.e., the felt obligation to provide support for the change. Overall, the study's intended contribution lies in its detailed examination of change dynamics in the specific context of public high-reliability organizations and its potential to inform theory and practice in that area.","PeriodicalId":48366,"journal":{"name":"Journal of Public Administration Research and Theory","volume":"46 1","pages":""},"PeriodicalIF":4.2,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140533251","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study examines the effectiveness of collaborative platforms in supporting local collaborations for natural resource management. It also explores how governmental and non-governmental lead organizations adopt differing collaborative implementation approaches and how these variations influence outcomes. Utilizing a natural experiment and a difference-in-differences estimator, we evaluate if the Department of Energy’s Clean Cities program functions as a collaborative platform to foster local-level Clean Cities Collaborations across the U.S., thereby improving air quality. Our findings suggest that Clean Cities Collaborations have a substantial and enduring impact on reducing air pollution. A series of subgroup analyses suggests that these environmental improvements are most noticeable in collaborations led by nonprofits and regional government councils, rather than those directed by state and local governments. A complementary content analysis provides exploratory evidence that issue definition, collaborative group structure, and inclusive decision-making processes are crucial managerial factors that contribute to the environmental improvements. These insights pave the way for more effective management of collaborative governance on a larger scale.
{"title":"All Hands on Deck: The Role of Collaborative Platforms and Lead Organizations in Achieving Environmental Goals","authors":"Heewon Lee, Yixin Liu","doi":"10.1093/jopart/muae006","DOIUrl":"https://doi.org/10.1093/jopart/muae006","url":null,"abstract":"This study examines the effectiveness of collaborative platforms in supporting local collaborations for natural resource management. It also explores how governmental and non-governmental lead organizations adopt differing collaborative implementation approaches and how these variations influence outcomes. Utilizing a natural experiment and a difference-in-differences estimator, we evaluate if the Department of Energy’s Clean Cities program functions as a collaborative platform to foster local-level Clean Cities Collaborations across the U.S., thereby improving air quality. Our findings suggest that Clean Cities Collaborations have a substantial and enduring impact on reducing air pollution. A series of subgroup analyses suggests that these environmental improvements are most noticeable in collaborations led by nonprofits and regional government councils, rather than those directed by state and local governments. A complementary content analysis provides exploratory evidence that issue definition, collaborative group structure, and inclusive decision-making processes are crucial managerial factors that contribute to the environmental improvements. These insights pave the way for more effective management of collaborative governance on a larger scale.","PeriodicalId":48366,"journal":{"name":"Journal of Public Administration Research and Theory","volume":"36 1","pages":""},"PeriodicalIF":4.2,"publicationDate":"2024-03-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140064327","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The formal engagement of diverse stakeholder groups in policy design and implementation has become a mainstay governance strategy. While much has been learned about collaborative governance arrangements in terms of their structure, processes, and participant dynamics, one particularly salient dynamic has been relatively underexplored: the factors contributing to sustained participation in collaborative venues. Public administration and policy have developed a variety of conceptual theories which draw attention to interpersonal interactions and the ability of stakeholders to garner political wins as important contributing factors to sustained participation. In this paper, we test four theoretically rooted hypotheses to investigate stakeholder attendance in the collaborative governance case of an environmental justice council. We analyze council meeting minute data using computational text analysis tools and a Stochastic Actor-Oriented Model to assess: (i) conflict and concord, measured in terms of repeated (dis)agreement with others; and (ii) interest advancement, or the extent to which a stakeholder makes positive, neutral, and negative comments towards topics which become the council’s annual objectives in relation to an individual’s attendance. Our interpersonal interaction results show increased positive relationships are associated with increased attendance, and increased negative relationships are associated with decreased attendance, but, for both cases, only when interactions are repeated and not one-off. Our interest advancement results show: (1) an increase in supported annual objectives is associated with decreases in attendance for an individual stakeholder, but (2) increased oppositional and neutral annual topics are associated with a greater likelihood of attendance. This paper contributes to existing scholarship on collaborative governance by offering additional insights into individual factors associated with sustained engagement in the collaborative venue. Furthermore, the paper offers a generalizable methodological approach for analyzing these dynamics drawing on computational text analysis of meeting minute data.
{"title":"Assessing Drivers of Sustained Engagement in Collaborative Governance Arrangements","authors":"Graham Ambrose, Saba Siddiki","doi":"10.1093/jopart/muae005","DOIUrl":"https://doi.org/10.1093/jopart/muae005","url":null,"abstract":"The formal engagement of diverse stakeholder groups in policy design and implementation has become a mainstay governance strategy. While much has been learned about collaborative governance arrangements in terms of their structure, processes, and participant dynamics, one particularly salient dynamic has been relatively underexplored: the factors contributing to sustained participation in collaborative venues. Public administration and policy have developed a variety of conceptual theories which draw attention to interpersonal interactions and the ability of stakeholders to garner political wins as important contributing factors to sustained participation. In this paper, we test four theoretically rooted hypotheses to investigate stakeholder attendance in the collaborative governance case of an environmental justice council. We analyze council meeting minute data using computational text analysis tools and a Stochastic Actor-Oriented Model to assess: (i) conflict and concord, measured in terms of repeated (dis)agreement with others; and (ii) interest advancement, or the extent to which a stakeholder makes positive, neutral, and negative comments towards topics which become the council’s annual objectives in relation to an individual’s attendance. Our interpersonal interaction results show increased positive relationships are associated with increased attendance, and increased negative relationships are associated with decreased attendance, but, for both cases, only when interactions are repeated and not one-off. Our interest advancement results show: (1) an increase in supported annual objectives is associated with decreases in attendance for an individual stakeholder, but (2) increased oppositional and neutral annual topics are associated with a greater likelihood of attendance. This paper contributes to existing scholarship on collaborative governance by offering additional insights into individual factors associated with sustained engagement in the collaborative venue. Furthermore, the paper offers a generalizable methodological approach for analyzing these dynamics drawing on computational text analysis of meeting minute data.","PeriodicalId":48366,"journal":{"name":"Journal of Public Administration Research and Theory","volume":"189 1","pages":""},"PeriodicalIF":4.2,"publicationDate":"2024-02-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139901786","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Public trust and civic predisposition are cornerstones of well-functioning democratic societies, and burdensome citizen-state encounters may undermine positive views of government, especially for racially minoritized clientele. Leveraging insights from policy feedback theory, we argue that administrative burden has the potential to undermine trust in government and civic predisposition through two mechanisms: 1) interpretive effects: burdensome experiences that induce negative emotional responses and 2) resource effects: experiences of losing access to public benefits. In our OLS regression analysis of survey data from applicants for a means-tested public benefit program in the U.S. (n=2,250), we find that clients who lost access to benefits were significantly less likely to trust government, and these findings were driven by racially minoritized clients rather than White clients. Our findings demonstrate that experiences of administrative burden that result in the loss of public benefits may result in racialized policy feedback, by disproportionately reducing trust in government and civic predisposition for racially minoritized clientele.
{"title":"Does Administrative Burden Create Racialized Policy Feedback? How Losing Access to Public Benefits Impacts Beliefs about Government","authors":"Elizabeth Bell, James E Wright II, Jeongmin Oh","doi":"10.1093/jopart/muae004","DOIUrl":"https://doi.org/10.1093/jopart/muae004","url":null,"abstract":"Public trust and civic predisposition are cornerstones of well-functioning democratic societies, and burdensome citizen-state encounters may undermine positive views of government, especially for racially minoritized clientele. Leveraging insights from policy feedback theory, we argue that administrative burden has the potential to undermine trust in government and civic predisposition through two mechanisms: 1) interpretive effects: burdensome experiences that induce negative emotional responses and 2) resource effects: experiences of losing access to public benefits. In our OLS regression analysis of survey data from applicants for a means-tested public benefit program in the U.S. (n=2,250), we find that clients who lost access to benefits were significantly less likely to trust government, and these findings were driven by racially minoritized clients rather than White clients. Our findings demonstrate that experiences of administrative burden that result in the loss of public benefits may result in racialized policy feedback, by disproportionately reducing trust in government and civic predisposition for racially minoritized clientele.","PeriodicalId":48366,"journal":{"name":"Journal of Public Administration Research and Theory","volume":"25 1","pages":""},"PeriodicalIF":4.2,"publicationDate":"2024-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139750401","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
While many public organizations have made notable strides to improve the representation of women at all ranks, women remain severely underrepresented in law enforcement organizations. Research shows that a critical barrier to women’s integration into law enforcement is the common perception among policemen that women are unsuited for police work. This study draws on Social Dominance Theory to provide a better understanding of the values and beliefs underlying policemen’s negative perceptions. Using survey data and Ordinary Least Squares Regression analyses, we examine the association between Social Dominance Orientation (SDO), an individual difference variable that captures preference for group-based social hierarchy, and officers’ assessment of women’s suitability for law enforcement. In line with existing evidence, our analyses show that compared to policewomen, policemen provide a significantly more negative assessment of women’s suitability for law enforcement. We also find that higher SDO officers report more negative assessments of women in law enforcement, and officers’ diversity value partially mediates this relationship. These novel findings suggest that officers who desire to protect existing power dynamics are more likely to resist organizational diversity efforts and have more negative views about women’s suitability for law enforcement.
{"title":"Preference for Group-based Social Hierarchy and the Reluctance to Accept Women as Equals in Law Enforcement","authors":"Jill A Davis, Shahidul Hassan","doi":"10.1093/jopart/muae003","DOIUrl":"https://doi.org/10.1093/jopart/muae003","url":null,"abstract":"While many public organizations have made notable strides to improve the representation of women at all ranks, women remain severely underrepresented in law enforcement organizations. Research shows that a critical barrier to women’s integration into law enforcement is the common perception among policemen that women are unsuited for police work. This study draws on Social Dominance Theory to provide a better understanding of the values and beliefs underlying policemen’s negative perceptions. Using survey data and Ordinary Least Squares Regression analyses, we examine the association between Social Dominance Orientation (SDO), an individual difference variable that captures preference for group-based social hierarchy, and officers’ assessment of women’s suitability for law enforcement. In line with existing evidence, our analyses show that compared to policewomen, policemen provide a significantly more negative assessment of women’s suitability for law enforcement. We also find that higher SDO officers report more negative assessments of women in law enforcement, and officers’ diversity value partially mediates this relationship. These novel findings suggest that officers who desire to protect existing power dynamics are more likely to resist organizational diversity efforts and have more negative views about women’s suitability for law enforcement.","PeriodicalId":48366,"journal":{"name":"Journal of Public Administration Research and Theory","volume":"240 1","pages":""},"PeriodicalIF":4.2,"publicationDate":"2024-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139750403","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Why do local governments create and reform public service companies, given their uncertain economic benefits and potential damage to accountability and service transparency? Taking an extended transaction cost perspective, we argue that corporatization—the provision of public services by publicly owned companies—is a function of fiscal hardship, the decision maker’s economic orientation and the level of operator transparency. Using a two-way fixed effects regression, we test this expectation on 680 investment reports of 34 German cities from 1998 to 2017, representing 11,062 year-corporatized entity combinations. We show that the drivers of corporatization are sensitive to the depth of local ownership analyzed. In doing so, we highlight the theoretical need and potential for conceptual differentiation between ownership levels along a corporation’s lineage. Exploiting the data’s panel structure, we also find that the intensity of corporatization has heightened since the late 1990s, largely due to increasingly complex corporate structures of indirect ownership.
{"title":"Shifts in local governments’ corporatization intensity:Evidence from German cities","authors":"Maike Rackwitz, Christian Raffer","doi":"10.1093/jopart/muae001","DOIUrl":"https://doi.org/10.1093/jopart/muae001","url":null,"abstract":"Why do local governments create and reform public service companies, given their uncertain economic benefits and potential damage to accountability and service transparency? Taking an extended transaction cost perspective, we argue that corporatization—the provision of public services by publicly owned companies—is a function of fiscal hardship, the decision maker’s economic orientation and the level of operator transparency. Using a two-way fixed effects regression, we test this expectation on 680 investment reports of 34 German cities from 1998 to 2017, representing 11,062 year-corporatized entity combinations. We show that the drivers of corporatization are sensitive to the depth of local ownership analyzed. In doing so, we highlight the theoretical need and potential for conceptual differentiation between ownership levels along a corporation’s lineage. Exploiting the data’s panel structure, we also find that the intensity of corporatization has heightened since the late 1990s, largely due to increasingly complex corporate structures of indirect ownership.","PeriodicalId":48366,"journal":{"name":"Journal of Public Administration Research and Theory","volume":"125 26 1","pages":""},"PeriodicalIF":4.2,"publicationDate":"2024-01-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139568367","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Representative bureaucracy theory examines how bureaucrats’ demographics impact outcomes for clients with shared identities, with “critical mass” posited as an enabling condition. Yet empirical evidence is mixed regarding where this threshold stands. To reconcile these inconsistencies, this study emphasizes the need to first clarify the mechanisms that underpin critical mass requirements. Specifically, I attend to how majority behavior changes due to enhanced representation and evaluate corresponding critical mass condition. Nonparametric analyses of traffic stop data in two states find that, in Washington, the critical mass where White officers show reduced bias towards Black drivers occurs when Black officers constitute 6-9 percent of the force. In South Carolina, similar shifts occur at 9-11 and 19-23 percent Black representation. While findings indicate improved policing towards Black drivers, increased representation still falls short of achieving full parity between Black and White drivers. No significant critical mass is observed for Hispanic representation in either state.
{"title":"Critical Mass Condition of Majority Bureaucratic Behavioral Change in Representative Bureaucracy: A Theoretical Clarification and A Nonparametric Exploration","authors":"Danyao Li","doi":"10.1093/jopart/muae002","DOIUrl":"https://doi.org/10.1093/jopart/muae002","url":null,"abstract":"Representative bureaucracy theory examines how bureaucrats’ demographics impact outcomes for clients with shared identities, with “critical mass” posited as an enabling condition. Yet empirical evidence is mixed regarding where this threshold stands. To reconcile these inconsistencies, this study emphasizes the need to first clarify the mechanisms that underpin critical mass requirements. Specifically, I attend to how majority behavior changes due to enhanced representation and evaluate corresponding critical mass condition. Nonparametric analyses of traffic stop data in two states find that, in Washington, the critical mass where White officers show reduced bias towards Black drivers occurs when Black officers constitute 6-9 percent of the force. In South Carolina, similar shifts occur at 9-11 and 19-23 percent Black representation. While findings indicate improved policing towards Black drivers, increased representation still falls short of achieving full parity between Black and White drivers. No significant critical mass is observed for Hispanic representation in either state.","PeriodicalId":48366,"journal":{"name":"Journal of Public Administration Research and Theory","volume":"24 1","pages":""},"PeriodicalIF":4.2,"publicationDate":"2024-01-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139522722","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Policy is not only made by street-level bureaucrats at the frontlines. It is also made by their superiors—street-level managers—who set the organizational conditions through which street-level bureaucrats act. Although scholars have documented how street-level bureaucrats cope with the pressures of their work by, for instance, breaking or bending rules, the question of how street-level managers cope with the pressures of their own work has received less attention. Drawing from ethnographic data of a network of publicly-funded health centers in the Midwestern United States, I show how street-level managers use an interaction ritual with role distance to cope. Role distance is mobilized when the person uses communicative expressions such as laughter or cries of frustration to convey a critical distance from what her organizational role prescribes. Based on classic sociological insights, I posit that role distance can function as follows. It can help managers preserve self by allowing them to define their putatively “more-human self” from their work, create a feeling of collectiveness as they orient themselves to the shared frustrations yet obligations that their role engenders, which enables them to coordinate on carrying out tasks, even those that rub against their preferences and well-intentions. Taken together, I suggest that role distance can offer a coping function, which enables them to hold in abeyance individual and collective responsibility for the decisions they make. I then highlight the benefits and unintended consequences of role distance and posit what academics and practitioners can do to ensure that street-level managers use role distance towards more productive ends.
{"title":"Role distance. An ethnographic study on how street-level managers cope","authors":"Jade Wong","doi":"10.1093/jopart/muad027","DOIUrl":"https://doi.org/10.1093/jopart/muad027","url":null,"abstract":"Policy is not only made by street-level bureaucrats at the frontlines. It is also made by their superiors—street-level managers—who set the organizational conditions through which street-level bureaucrats act. Although scholars have documented how street-level bureaucrats cope with the pressures of their work by, for instance, breaking or bending rules, the question of how street-level managers cope with the pressures of their own work has received less attention. Drawing from ethnographic data of a network of publicly-funded health centers in the Midwestern United States, I show how street-level managers use an interaction ritual with role distance to cope. Role distance is mobilized when the person uses communicative expressions such as laughter or cries of frustration to convey a critical distance from what her organizational role prescribes. Based on classic sociological insights, I posit that role distance can function as follows. It can help managers preserve self by allowing them to define their putatively “more-human self” from their work, create a feeling of collectiveness as they orient themselves to the shared frustrations yet obligations that their role engenders, which enables them to coordinate on carrying out tasks, even those that rub against their preferences and well-intentions. Taken together, I suggest that role distance can offer a coping function, which enables them to hold in abeyance individual and collective responsibility for the decisions they make. I then highlight the benefits and unintended consequences of role distance and posit what academics and practitioners can do to ensure that street-level managers use role distance towards more productive ends.","PeriodicalId":48366,"journal":{"name":"Journal of Public Administration Research and Theory","volume":"1 1","pages":""},"PeriodicalIF":4.2,"publicationDate":"2023-12-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139050896","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Avishai Benish, Noam Tarshish, Roni Holler, John Gal
This article contributes to the growing body of research on administrative burdens by providing a theoretically- and empirically-driven typology of governments’ burden reduction strategies. Despite the mounting interest in burden reduction, the literature still lacks a typology for systematically identifying and classifying such strategies. The article identifies three analytical dimensions of burden reduction: distributive (who bears the burden), intensiveness (what the level of burden is), and relational (how burden is experienced in bureaucratic encounters). Based on these dimensions, and drawing on a systematic analysis of the case of social security in Israel, we identify, define and characterize seven distinct strategies of burden reduction: shifting, sharing, discarding, simplifying, expediting, communicating, and respecting. The article concludes with a discussion of these strategies, their applicability, practical implications, and directions for the research agenda on burden reduction.
{"title":"Types of Administrative Burden Reduction Strategies: Who, What and How","authors":"Avishai Benish, Noam Tarshish, Roni Holler, John Gal","doi":"10.1093/jopart/muad028","DOIUrl":"https://doi.org/10.1093/jopart/muad028","url":null,"abstract":"This article contributes to the growing body of research on administrative burdens by providing a theoretically- and empirically-driven typology of governments’ burden reduction strategies. Despite the mounting interest in burden reduction, the literature still lacks a typology for systematically identifying and classifying such strategies. The article identifies three analytical dimensions of burden reduction: distributive (who bears the burden), intensiveness (what the level of burden is), and relational (how burden is experienced in bureaucratic encounters). Based on these dimensions, and drawing on a systematic analysis of the case of social security in Israel, we identify, define and characterize seven distinct strategies of burden reduction: shifting, sharing, discarding, simplifying, expediting, communicating, and respecting. The article concludes with a discussion of these strategies, their applicability, practical implications, and directions for the research agenda on burden reduction.","PeriodicalId":48366,"journal":{"name":"Journal of Public Administration Research and Theory","volume":"9 1","pages":""},"PeriodicalIF":4.2,"publicationDate":"2023-12-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139050897","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Reviewer acknowledgements for Public Administration Research, Vol. 12, No. 2, 2023.
《公共管理研究》第12卷第2期，2023年。
{"title":"Reviewer Acknowledgements for Public Administration Research, Vol. 12, No. 2","authors":"Gabriel Tai","doi":"10.5539/par.v12n2p69","DOIUrl":"https://doi.org/10.5539/par.v12n2p69","url":null,"abstract":"Reviewer acknowledgements for Public Administration Research, Vol. 12, No. 2, 2023.","PeriodicalId":48366,"journal":{"name":"Journal of Public Administration Research and Theory","volume":"23 2","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136158156","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：