共查询到20条相似文献,搜索用时 15 毫秒
1.
Christian Adam Michael W. Bauer Christoph Knill Philipp Studinger 《Public Organization Review》2007,7(3):221-236
While many studies deal with comparative public sector reform, the fundamental question of whether and to what extent states
are actually able to abolish parts of their administrative structure remains untackled. Despite some efforts to solve this
puzzle, the topic remains underestimated. This article identifies the main conceptual and theoretical problems associated
with existent research on the termination of public organizations. Furthermore, the article systemizes various causal factors
of termination into two broad dimensions: “organizational stickiness” and “political incentives.” Taken together, these constitute
a typology, which is able to guide future empirical investigation of the termination of public organizations.
Christian Adam has received his B.A. in Politics and Public Administration from University of Konstanz. Michael W. Bauer is Assistant Professor of Comparative Public Policy and Administration. Christoph Knill is Professor of Comparative Public Policy and Administration. Philipp Studinger is Student of Politics and Public Administration from the University of Konstanz. 相似文献
Christoph KnillEmail: |
Christian Adam has received his B.A. in Politics and Public Administration from University of Konstanz. Michael W. Bauer is Assistant Professor of Comparative Public Policy and Administration. Christoph Knill is Professor of Comparative Public Policy and Administration. Philipp Studinger is Student of Politics and Public Administration from the University of Konstanz. 相似文献
2.
3.
A centralized political context such as China provides a harsh environment for public involvement program that intends to
share decision-making power with the public, however, there are still learning opportunities that can survive and prepare
the public for a meaningful participation in the future. This article illustrates this point by designing a public involvement
program that is implementable and educational in Nanji Islands, China. The public involvement program is designed to solve
conflicts and tension regarding to an immigration plan between the public and local government and organized by a third party.
It includes information sharing, public representatives election, and negotiation meeting between public representatives and
governmental officials. The six-dimension framework from Alterman’s classic work is employed to test its feasibility within
the local context.
Ganlin Huang is a postdoctoral associate, Department of Plant Sciences, University of California, Davis. She received her Ph.D. from Rubenstein School of Environment and Natural Resources, University of Vermont. Her research focuses on community participation, resource management and environmental justice. She uses both qualitative (case study) and quantitative (statistics, GIS, and spatial analysis) research methods. Curtis Ventriss is a Professor of Public Policy, Rubenstein School of Environment and Natural Resources, University of Vermont. He is also an Adjunct Professor, Institute for Policy Studies, Johns Hopkins University where he teaches graduate courses in public policy and policy ethics. He has been a Visiting Professor at the University of Oxford and Johns Hopkins University. He has published over 100 articles in public management and public policy and was the former Associate Editor of Public Administration Review. 相似文献
Curtis VentrissEmail: |
Ganlin Huang is a postdoctoral associate, Department of Plant Sciences, University of California, Davis. She received her Ph.D. from Rubenstein School of Environment and Natural Resources, University of Vermont. Her research focuses on community participation, resource management and environmental justice. She uses both qualitative (case study) and quantitative (statistics, GIS, and spatial analysis) research methods. Curtis Ventriss is a Professor of Public Policy, Rubenstein School of Environment and Natural Resources, University of Vermont. He is also an Adjunct Professor, Institute for Policy Studies, Johns Hopkins University where he teaches graduate courses in public policy and policy ethics. He has been a Visiting Professor at the University of Oxford and Johns Hopkins University. He has published over 100 articles in public management and public policy and was the former Associate Editor of Public Administration Review. 相似文献
4.
Jeremy L. Hall 《Public Organization Review》2007,7(3):281-297
Public sector organizations collect vast amounts of information that often goes unused. Information may serve a symbolic role
to imply that decision makers are using rational decision processes, or it may be collected to rationalize a preconceived
decision and develop or maintain public support. Over-collection of irrelevant information or under-analysis of existing information
for decision implications leads to excessive public information costs with limited public benefit. The study discusses the
role systematic information misalignment plays in the public sector and considers its implications for public agency performance.
The concept is evaluated using examples from the National Aeronautics and Space Administration.
Jeremy L. Hall, Ph.D. is Assistant Professor of Government at the University of Alabama at Birmingham, with teaching and research responsibilities in the Master of Public Administration program. His research and teaching pursuits engage public policy, economic development, and public sector capacity and performance. His research appears in Public Administration Review Economic Development Quarterly and The Journal of Public Affairs Education. Dr. Hall earned the Ph.D. in Public Administration from the University of Kentucky Martin School of Public Policy and Administration. His research has received awards from Pi Alpha Alpha (NASPAA) and the Southeastern Conference for Public Administration (SECoPA). 相似文献
Jeremy L. HallEmail: |
Jeremy L. Hall, Ph.D. is Assistant Professor of Government at the University of Alabama at Birmingham, with teaching and research responsibilities in the Master of Public Administration program. His research and teaching pursuits engage public policy, economic development, and public sector capacity and performance. His research appears in Public Administration Review Economic Development Quarterly and The Journal of Public Affairs Education. Dr. Hall earned the Ph.D. in Public Administration from the University of Kentucky Martin School of Public Policy and Administration. His research has received awards from Pi Alpha Alpha (NASPAA) and the Southeastern Conference for Public Administration (SECoPA). 相似文献
5.
The movement for a new public management (NPM) holds that citizens will put aside partisan and ideological differences to
support more efficient service delivery. Focusing on hospital privatization, a multi-national sample is utilized to investigate
this assertion. Generalized hierarchical linear modeling (GHLM) is employed as the method of statistical analysis. The findings
with regard to privatizing hospitals reveal that citizens develop their policy position by reference to a combination of symbolic
political variables, service demand, self-interest, information levels, and political efficacy. The results cast doubt on
the assertion that partisan differences will be set aside as citizens consider privatization reforms.
R. Paul Battaglio Jr. is an Assistant Professor in the Public Affairs Program at the University of Texas at Dallas. His research interests include comparative policy and administration, public human resource management, and comparative political attitudes. His work has appeared in Public Administration Review, Journal of Comparative Policy Analysis, and Review of Public Personnel Administration. Jerome S. Legge Jr. is Professor of Public Administration and Policy and Associate Dean of the School of Public and International Affairs at the University of Georgia, where he has taught since 1980. Among his many research interests are public opinion and public policy, privatization, public health, and science and technology policy. He and Robert F. Durant of American University are currently working on public opinion and stem cell research in the nations of the European Union. 相似文献
Jerome S. Legge Jr.Email: |
R. Paul Battaglio Jr. is an Assistant Professor in the Public Affairs Program at the University of Texas at Dallas. His research interests include comparative policy and administration, public human resource management, and comparative political attitudes. His work has appeared in Public Administration Review, Journal of Comparative Policy Analysis, and Review of Public Personnel Administration. Jerome S. Legge Jr. is Professor of Public Administration and Policy and Associate Dean of the School of Public and International Affairs at the University of Georgia, where he has taught since 1980. Among his many research interests are public opinion and public policy, privatization, public health, and science and technology policy. He and Robert F. Durant of American University are currently working on public opinion and stem cell research in the nations of the European Union. 相似文献
6.
Political Influence and Bureaucratic Autonomy 总被引:1,自引:0,他引:1
The establishment of autonomous public bodies during the past two decades has created a highly fragmented public sector. Using
a dataset with more than 200 Dutch public sector organisations, this article examines three related sets of questions: to
what extent a relationship exists between formal and de facto autonomy; the level of influence that interested parties exert
upon those organizations; whether a relationship exists between levels of formal and de facto autonomy and the level of influence
exercised by these parties. We find that formal autonomy does not reinforce de facto autonomy; organizations with less autonomy
report higher levels of political influence when policy autonomy is concerned; and that organizations with more autonomy report
higher societal influence on their financial autonomy.
Kutsal Yesilkagit is associate professor of Public Administration at the School of Governance at the University of Utrecht, the Netherlands. His research focuses on the institutional design of bureaucracy and political control and bureaucratic responsiveness. He has published in Public Administration, West European Politics and the Journal of Public Administration Research and Theory. Sandra van Thiel is associate professor of Public Administration at Erasmus University Rotterdam, the Netherlands. Her research focuses on public management, in particular the rise and use of quasi-autonomous organizations or executive agencies, both in the Netherlands and from a comparative perspective. Publications have appeared in Governance, Journal of Theoretical Politics and International Journal of Public Management. 相似文献
Sandra van ThielEmail: |
Kutsal Yesilkagit is associate professor of Public Administration at the School of Governance at the University of Utrecht, the Netherlands. His research focuses on the institutional design of bureaucracy and political control and bureaucratic responsiveness. He has published in Public Administration, West European Politics and the Journal of Public Administration Research and Theory. Sandra van Thiel is associate professor of Public Administration at Erasmus University Rotterdam, the Netherlands. Her research focuses on public management, in particular the rise and use of quasi-autonomous organizations or executive agencies, both in the Netherlands and from a comparative perspective. Publications have appeared in Governance, Journal of Theoretical Politics and International Journal of Public Management. 相似文献
7.
8.
It is an occupational hazard in the study of organizations that we tend to view them as static arrangements, as though what
is observed and reported today tells us all we need to know about them. But organizations are dynamic rather than static phenomena,
being constantly affected by adjustments to meet the effects of fading past arrangements or approaching new arrangements.
Simple “snapshots” taken at a particular moment in history are never likely to reveal all the relevant nuances. This article
comments on this problem as it affects non-departmental public bodies often described loosely as “agencies”, by (a) drawing
attention to some relevant theoretical contributions to the political science and organization theory literature, and (b)
giving some examples of changes in the style of agency formation and operation over the years, mostly drawn from the Australian
public sector.
Roger Wettenhall is Emeritus Professor of Public Administration and Visiting Professor, Faculty of Business and Government, University of Canberra. He was co-editor and editor of Australian Journal of Public Administration 1989–1995. Chris Aulich is Adjunct Professor of Public Administration and formerly Director of the Centre for Research in Public Sector Management, Faculty of Business and Government, University of Canberra. 相似文献
Chris AulichEmail: |
Roger Wettenhall is Emeritus Professor of Public Administration and Visiting Professor, Faculty of Business and Government, University of Canberra. He was co-editor and editor of Australian Journal of Public Administration 1989–1995. Chris Aulich is Adjunct Professor of Public Administration and formerly Director of the Centre for Research in Public Sector Management, Faculty of Business and Government, University of Canberra. 相似文献
9.
Roger Wettenhall 《Public Organization Review》2009,9(3):247-261
The connection between “schools” of study focusing on crises and on natural disasters is explored. After considering the rise
of separate schools, the article notes significant attempts to integrate them and suggests that, while natural disasters and
other big crises have much in common, there are still some important differences that need to be taken into account in designing
relevant management systems. Drawing particularly on Australian wildfire experience, the article then looks more briefly at
the question of political leadership in disaster situations, and at serious problems that often occur in the reporting of
those situations.
Roger Wettenhall is Professor of Public Administration Emeritus and Visiting Professor in the Faculty of Business and Government at the University of Canberra. He was Project Director and then Co-Chairman of the Working Group on Public Enterprise Management and the Public-Private Mix of the International Association of Schools and Institutes of Administration from 1983 to 2001, was Editor of the Australian Journal of Public Administration from 1989 to 1995, and now chairs the Institute of Public Administration Australia/University of Canberra Public Administration Research Trust Fund. 相似文献
Roger WettenhallEmail: |
Roger Wettenhall is Professor of Public Administration Emeritus and Visiting Professor in the Faculty of Business and Government at the University of Canberra. He was Project Director and then Co-Chairman of the Working Group on Public Enterprise Management and the Public-Private Mix of the International Association of Schools and Institutes of Administration from 1983 to 2001, was Editor of the Australian Journal of Public Administration from 1989 to 1995, and now chairs the Institute of Public Administration Australia/University of Canberra Public Administration Research Trust Fund. 相似文献
10.
Eric E. Otenyo 《Public Organization Review》2008,8(3):273-290
This research examines the application of theories of organizational birth and death in transitional and undemocratic political
settings. Through the case study of the birth and death of the Ministry of Supplies and Marketing in Kenya, the author determines
that theoretical explanations of organizational formation and demise do not necessarily fit a uniform profile. Under unstable
and undemocratic environments, public organizations that are brought to life through decrees may also be unexpectedly vanished
without following a logical and predictable cyclical sequence.
Dr. Eric E. Otenyo is Assistant Professor of Politics and International Affairs at Northern Arizona University. His most recent books are Comparative Public Administration: The Essential Readings, (with Nancy Lind), (Oxford, UK: Elsevier 2006) and Managerial Discretion in Government Decision Making: Beyond the Street Level, (with Jacqueline Vaughn). (Sudbury, MA: Jones and Bartlett Publishers, 2007). His work appeared in numerous journals including Public Administration and Management: An Interactive Journal, International Journal of Public Administration, and the International Journal of Services, Economics and Management. 相似文献
Eric E. OtenyoEmail: |
Dr. Eric E. Otenyo is Assistant Professor of Politics and International Affairs at Northern Arizona University. His most recent books are Comparative Public Administration: The Essential Readings, (with Nancy Lind), (Oxford, UK: Elsevier 2006) and Managerial Discretion in Government Decision Making: Beyond the Street Level, (with Jacqueline Vaughn). (Sudbury, MA: Jones and Bartlett Publishers, 2007). His work appeared in numerous journals including Public Administration and Management: An Interactive Journal, International Journal of Public Administration, and the International Journal of Services, Economics and Management. 相似文献
11.
The paper attempts to analyze the consequences of political pressure placed on the Public Service Commission (PSC) of Bangladesh.
Through extensive literature review and empirical research, the authors conclude that the independence, efficiency and effectiveness
of the PSC largely depend on the politics–administration relationship. Furthermore, this relationship is affected by regime
types and it regulates the optimum functioning or malfunctioning of the institution.
Dr. Ferdous Jahan : Dr. Jahan is an Associate Professor of Public Administration at the University of Dhaka, Bangladesh. She has part time affiliation with BRAC Development Institute, BRAC University. Dr. Jahan is also a post-doctoral fellow of the Jerry Lee Center of Criminology, University of Pennsylvania, USA. Her current academic interests and research include: governance; corruption; legal empowerment of the poor; women’s empowerment issues in developing societies; how the state may affect women’s empowerment through public policies and laws; and other development related issues. Asif Mohammad Shahan : Mr. Asif Mohammad Shahan is a Research Associate/Lecturer at the Institute of Governance Studies, BRAC University. He completed his Masters Degree in 2007 in Public Administration from the University of Dhaka. His research interests are public management, governance, bureaucratic politics and politicization of the bureaucracy, local government. 相似文献
Asif Mohammad Shahan (Corresponding author)Email: |
Dr. Ferdous Jahan : Dr. Jahan is an Associate Professor of Public Administration at the University of Dhaka, Bangladesh. She has part time affiliation with BRAC Development Institute, BRAC University. Dr. Jahan is also a post-doctoral fellow of the Jerry Lee Center of Criminology, University of Pennsylvania, USA. Her current academic interests and research include: governance; corruption; legal empowerment of the poor; women’s empowerment issues in developing societies; how the state may affect women’s empowerment through public policies and laws; and other development related issues. Asif Mohammad Shahan : Mr. Asif Mohammad Shahan is a Research Associate/Lecturer at the Institute of Governance Studies, BRAC University. He completed his Masters Degree in 2007 in Public Administration from the University of Dhaka. His research interests are public management, governance, bureaucratic politics and politicization of the bureaucracy, local government. 相似文献
12.
Mario Benassi 《Journal of Management and Governance》2009,13(3):163-192
This paper explores a new organizational form—modular organization—through a case-study approach. The aim is to isolate the
specific properties that set this form apart from other known organizational forms. The case studies examined focus on the
manufacturing process of small, medium and large companies in different industries, and provide a clear picture of modular
organization. The analysis shows that modular organizations are an innovation per se and not the mere outcome of modular products.
Modular organizations leverage decomposition by employing small units within a larger organization. Each unit is responsible
for a specific domain, it is quasi-independent and makes autonomous decisions on various business issues. Modular organizations
deal with suppliers directly, and are characterized by a flat structure. Companies based on modular organization can improve
their efficiency in the high-tech and mature markets, and fully exploit their resources.
Mario Benassi is Tenured Professor in Management and Business Administration at the Department of Economics, Business and Statistics, University of Milan, Italy. He received his Ph.D. at the University of Venice, was Research Associate at New York and Columbia University, Visiting Scholar at Haas Business School (UC Berkeley) and Visiting Professor at Stanford University. He is Director of NewBusinessLab, a research centre supporting start-ups and new business ideas in high tech industries. He is current doing research on IP brokers and on the impact of social capital in knowledge-intensive companies. 相似文献
Mario BenassiEmail: |
Mario Benassi is Tenured Professor in Management and Business Administration at the Department of Economics, Business and Statistics, University of Milan, Italy. He received his Ph.D. at the University of Venice, was Research Associate at New York and Columbia University, Visiting Scholar at Haas Business School (UC Berkeley) and Visiting Professor at Stanford University. He is Director of NewBusinessLab, a research centre supporting start-ups and new business ideas in high tech industries. He is current doing research on IP brokers and on the impact of social capital in knowledge-intensive companies. 相似文献
13.
Robert Mark Silverman 《Public Organization Review》2009,9(3):235-246
This article compares how local public administrators and executive directors of community-based housing organizations (CBHO)
perceive nonprofit funding decisions. The article’s findings suggest that both groups shared perceptions about the scope of
affordable housing and factors influencing its funding. Yet, important differences existed. Public administrators were ambivalent
about nonprofit capacity and affordable housing outcomes. They also underestimated the importance of networks, partnerships,
and minority leadership. Professionals in the nonprofit sector underestimated fair housing concerns and overestimated the
importance of promoting homeownership. These insights improve our understanding of the connection between funding patterns,
public-nonprofit sector relations, local governance, and administrative structures.
Robert Mark Silverman is an Associate Professor of Urban and Regional Planning and a Senior Research Associate in the Center for Urban Studies at the University at Buffalo. His research focuses on the role of community-based organizations in urban neighborhoods, the nonprofit sector, and inequality in inner-city housing markets. His work has been published in Urban Studies, Urban Affairs Review, the Journal of Social History, the Journal of Black Studies, Action Research, the Journal of Contemporary Ethnography, Community Development Journal, and other journals. 相似文献
Robert Mark SilvermanEmail: |
Robert Mark Silverman is an Associate Professor of Urban and Regional Planning and a Senior Research Associate in the Center for Urban Studies at the University at Buffalo. His research focuses on the role of community-based organizations in urban neighborhoods, the nonprofit sector, and inequality in inner-city housing markets. His work has been published in Urban Studies, Urban Affairs Review, the Journal of Social History, the Journal of Black Studies, Action Research, the Journal of Contemporary Ethnography, Community Development Journal, and other journals. 相似文献
14.
Patrick S. Roberts 《Public Organization Review》2009,9(2):169-198
The US Federal Bureau of Investigation and the Central Intelligence Agency gain autonomy when they exercise executive power,
performing tasks that are so urgent, secretive, or forceful that they cannot be anticipated by law. The FBI exhibited a clear
instance of autonomy when, with a view to its long term responsibilities, it resisted remaking itself as a counterterrorism
agency to the degree that politicians requested. The second case, involving the CIA, produced more mixed results. The agency
appeared to exhibit autonomy by exercising its powerful security tasks, including control over information and covert operations,
and by resisting a consensus for major organizational change. Nevertheless, its large number of administrative and analytical
rather than executive tasks prevented the agency from developing the coherent, independent perspective necessary for a high
degree of true autonomy.
Patrick S. Roberts is an assistant professor in the Center for Public Administration and Policy in the School of Public and International Affairs at Virginia Tech. His Ph.D. is in government from the University of Virginia and he has held postdoctoral fellowships at Harvard and Stanford universities. Patrick has published articles on disaster and security organizations in a number of scholarly and popular journals. 相似文献
Patrick S. RobertsEmail: URL: http://filebox.vt.edu/users/robertsp/ |
Patrick S. Roberts is an assistant professor in the Center for Public Administration and Policy in the School of Public and International Affairs at Virginia Tech. His Ph.D. is in government from the University of Virginia and he has held postdoctoral fellowships at Harvard and Stanford universities. Patrick has published articles on disaster and security organizations in a number of scholarly and popular journals. 相似文献
15.
16.
Is the German system of corporate governance converging towards the Anglo-American model? 总被引:2,自引:1,他引:1
This paper analyses whether the German corporate governance is converging towards Anglo-American practices. We summarise the
extant empirical evidence on the various governance mechanisms that economic theory suggests ensure efficiency and describe
recent legal developments. We find no clear signs of convergence in form, i.e. the main distinctive features of the German system have remained largely unaltered. However, changes occurred over
the last decade (specially in the legal framework) suggest a certain convergence in function, i.e. some governance mechanisms have effectively incorporated aims and/or goals generally associated with the Anglo-American
model.
Marc Goergen has a degree in economics from the Free University of Brussels, an MBA from Solvay Business School (Brussels) and a DPhil from the University of Oxford. He has held appointments at UMIST, and the Universities of Manchester and Reading. He holds a chair in finance at the University of Sheffield. His research interests are in international corporate governance, mergers & acquisitions, dividend policy, corporate investment models, insider trading and initial public offerings. Marc has widely published in academic journals such as European Financial Management, the Journal of Corporate Finance, the Journal of Finance, the Journal of Financial Intermediation and the Journal of Law, Economics & Organization. He has also contributed chapters to numerous books and written two books (Corporate Governance and Financial Performance published by Edward Elgar and Dividend Policy and Corporate Governance by Oxford University Press). Marc is a Research Associate of the European Corporate Governance Institute. Miguel C. Manjon is Associate Professor at the Department of Economics, Rovira i Virgili University (Spain). He has also held visiting positions at the Netherlands Bureau for Economic Policy Analysis and the Universities of Warwick (UK) and Tilburg (the Netherlands). His research interests include corporate governance and industrial organization. He has published in Applied Economics, Empirica, European Journal of Law and Economics, Journal of Theoretical and Institutional Economics, International Review of Law and Economics and Small Business Economics, among others. Luc Renneboog is Professor of Corporate Finance at Tilburg University. He graduated from the Catholic University of Leuven with degrees in management engineering (MSc) and in philosophy (BA), from the University of Chicago with an MBA, and from the London Business School with a PhD in financial economics. He held appointments at the University of Leuven and Oxford University, and visiting appointments throughout Europe. He has published in the J. of Finance, J. of Financial Intermediation, Journal of Law and Economics, and others. His research interests are corporate finance, corporate governance, dividend policy, insider trading, law and economics, and the economics of art. 相似文献
Luc RenneboogEmail: |
Marc Goergen has a degree in economics from the Free University of Brussels, an MBA from Solvay Business School (Brussels) and a DPhil from the University of Oxford. He has held appointments at UMIST, and the Universities of Manchester and Reading. He holds a chair in finance at the University of Sheffield. His research interests are in international corporate governance, mergers & acquisitions, dividend policy, corporate investment models, insider trading and initial public offerings. Marc has widely published in academic journals such as European Financial Management, the Journal of Corporate Finance, the Journal of Finance, the Journal of Financial Intermediation and the Journal of Law, Economics & Organization. He has also contributed chapters to numerous books and written two books (Corporate Governance and Financial Performance published by Edward Elgar and Dividend Policy and Corporate Governance by Oxford University Press). Marc is a Research Associate of the European Corporate Governance Institute. Miguel C. Manjon is Associate Professor at the Department of Economics, Rovira i Virgili University (Spain). He has also held visiting positions at the Netherlands Bureau for Economic Policy Analysis and the Universities of Warwick (UK) and Tilburg (the Netherlands). His research interests include corporate governance and industrial organization. He has published in Applied Economics, Empirica, European Journal of Law and Economics, Journal of Theoretical and Institutional Economics, International Review of Law and Economics and Small Business Economics, among others. Luc Renneboog is Professor of Corporate Finance at Tilburg University. He graduated from the Catholic University of Leuven with degrees in management engineering (MSc) and in philosophy (BA), from the University of Chicago with an MBA, and from the London Business School with a PhD in financial economics. He held appointments at the University of Leuven and Oxford University, and visiting appointments throughout Europe. He has published in the J. of Finance, J. of Financial Intermediation, Journal of Law and Economics, and others. His research interests are corporate finance, corporate governance, dividend policy, insider trading, law and economics, and the economics of art. 相似文献
17.
Risk Management in Public–Private Partnership Contracts 总被引:1,自引:1,他引:0
Tahir M. Nisar 《Public Organization Review》2007,7(1):1-19
Public–private partnerships (PPPs) allow private companies to build, own and operate public projects such as schools and hospitals
on behalf of the public sector. PPP contracts commonly require the private agent to take responsibilities for the performance
of the asset over a long term, at least for a significant part of its useful life, so that efficiencies arising from long-term
investment and asset management can be realized. However, the evidence is finely balanced on the effectiveness of such initiatives
in obtaining the intended goals. This brings to the fore the challenge of designing and implementing innovative partnership
plans to manage public services more effectively. More emphasis needs to be placed on strategies for the transfer of risk
for the successful conclusion of PPP contracts.
Tahir M. Nisar is a university lecturer in the School of Management at Southampton University. He obtained his Ph.D. from the London School of Economics. He has regularly published in academic journals including Journal of Labor Research, Journal of Private Equity, and Public Personnel Management. He is currently editing a special issue of Management Decision on Investor Influence on Company Management. 相似文献
Tahir M. NisarEmail: |
Tahir M. Nisar is a university lecturer in the School of Management at Southampton University. He obtained his Ph.D. from the London School of Economics. He has regularly published in academic journals including Journal of Labor Research, Journal of Private Equity, and Public Personnel Management. He is currently editing a special issue of Management Decision on Investor Influence on Company Management. 相似文献
18.
This paper is aimed at explaining the role of public accountability in promoting public trust in public organizations. Initially
a conceptual model was developed. Then, the model was tested empirically in Iran. The result shows that public accountability
influences the public trust by improving citizens’ satisfaction. In other words, legal, ethical, financial, functional, and
utmost political accountability affect public trust through influencing citizens’ satisfaction. This study also confirms that
changes in social trust, citizens’ trust in government, and media will moderate trust in public organizations.
相似文献
Ali Asghar Anvary Rostamy (Corresponding author)Email: |
19.
Radio frequency identification (RFID) has been used to improve business supply chain management for over 35 years. As often
happens, private sector technology migrates to the public sector where it is adapted for use. RFID use in governments is spreading
far and wide at the federal and state levels with virtually no debate or performance analyses to inform adoption decisions.
Implementation of RFID technology impacts government efficiency and effectiveness in many areas. Data show that most RFID
applications promise enhanced effectiveness but also pose increased costs. A model is constructed to assist state and local
managers in choosing to adopt RFID and to discern the status and impacts of this bold new innovation.
Barbara L. Neuby PhD is an Associate Professor who teaches and researches in the areas of Budgeting and Security Administration in the Master of Public Administration program at Kennesaw State University. Dr. Neuby participates in various financial and emergency preparedness efforts at the state and local level. Elizabeth Rudin graduated from Kennesaw State University in August of 2008 with a Master of Public Administration degree where she focused her research on emergency management. Ms. Rudin is currently employed in municipal government in Georgia. 相似文献
Elizabeth RudinEmail: |
Barbara L. Neuby PhD is an Associate Professor who teaches and researches in the areas of Budgeting and Security Administration in the Master of Public Administration program at Kennesaw State University. Dr. Neuby participates in various financial and emergency preparedness efforts at the state and local level. Elizabeth Rudin graduated from Kennesaw State University in August of 2008 with a Master of Public Administration degree where she focused her research on emergency management. Ms. Rudin is currently employed in municipal government in Georgia. 相似文献
20.
Much of the discussion of state steering of service delivery networks to encourage collaboration at the local level has been
theoretical. This study builds on this analysis systematically to assess the relationship between meta-governance tools of
central government steering and the extent of local collaboration, using the case of homelessness services in England. Contrary
to the pessimist expectations of some contemporary theory, central government funding tools and facilitating the transfer
of best practice encourages collaboration. However, simple information provision and authority based tools are only partially
effective, risking tokenistic compliance. Authority tools are more effective when combined with other tools.
Alice Moseley MA is a PhD Candidate, Department of Politics, University of Exeter, UK with a background in public policy, health and social care research. Current research interests include coordination of public services and inter-organizational collaboration. She has previously published in the area of evidence-based social care and evaluation of multi-agency interventions. Oliver James PhD is Reader in Politics, Department of Politics, University of Exeter, UK. Research interests include citizens and users’ interaction with public services - especially satisfaction with public services and political participation, reform of public organization, and regulation of the public sector. His work has appeared in Journal of Public Administration Research and Theory, Public Administration, Public Policy and Administration and International Review of Public Administration. He is author of The Executive Agency Revolution in Whitehall (2003, Basingstoke, Palgrave Macmillan) and co-editor (with C. Hood, B. G. Peters and C. Scott) of Controlling Modern Government (2004 Cheltenham, Edward Elgar). 相似文献
Oliver JamesEmail: |
Alice Moseley MA is a PhD Candidate, Department of Politics, University of Exeter, UK with a background in public policy, health and social care research. Current research interests include coordination of public services and inter-organizational collaboration. She has previously published in the area of evidence-based social care and evaluation of multi-agency interventions. Oliver James PhD is Reader in Politics, Department of Politics, University of Exeter, UK. Research interests include citizens and users’ interaction with public services - especially satisfaction with public services and political participation, reform of public organization, and regulation of the public sector. His work has appeared in Journal of Public Administration Research and Theory, Public Administration, Public Policy and Administration and International Review of Public Administration. He is author of The Executive Agency Revolution in Whitehall (2003, Basingstoke, Palgrave Macmillan) and co-editor (with C. Hood, B. G. Peters and C. Scott) of Controlling Modern Government (2004 Cheltenham, Edward Elgar). 相似文献