Learning in Public Sector Organizations: A Theory of Action Approach

The importance of learning has since long been acknowledged for both business and public sector organizations. However, learning theory and research have tended to neglect the differences between these organizations, and to develop in separate and unrelated directions. To address these developments, this paper purports, first, to develop a theoretical framework that integrates various concepts from the fields of public policy learning and organizational learning, and that is specifically directed at public sector organizations. Second, the paper purports to illustrate the utility of this framework by applying it to policy-making in a Dutch municipality, the Pegasustown prostitution case.     

Governance in Organizations: A Cognitive Perspective

Governance in organizations according to traditionalagency theory is based on the premise that managersand employees do not have identical goals. As aconsequence, employees need to be monitored andcontrolled. If legal contracts are not sufficient forproper control, incentive contracts should be used. This paper argues that incentive contracts are notsufficient to solve governance issues in organizationsdue to problems in measurability and enforceability ofpresumed contract violations. Such problems arecomplicated by asymmetries in power, perspectives andaspirations between managers and employees. Acognitive argument is advanced suggesting that timeconstraints and bounded rationality render the idea ofmonitoring relatively ineffective. Governance ideasthat focus on communication flow and informationsharing are described. The role that other cognitiveelements such as memory play in a more comprehensiveand interdisciplinary framework for understandinggovernance relations is discussed.     

Complexity Theory and Strategic Change: an Empirically Informed Critique*

We present a four‐year ethnographic study of a public‐sector organization and use narrative to describe its development in terms of four complexity theory concepts: sensitivity to initial conditions, negative and positive feedback processes, disequilibrium and emergent order. Our study indicates that order emerges at the boundary between the organization's legitimate and shadow systems. We suggest that the underlying dynamic leading to the emergent order is the need to reduce anxiety. Our findings cause us to question the assertion that organizations are naturally complex adaptive systems producing novel forms of order. We propose an alternate view that in social systems, equilibrium‐seeking behaviour is the norm; such systems can self‐organize into hierarchy. We draw attention to some of the difficulties we found in applying complexity‐theory concepts to a social system and conclude by advocating the development of complexity theory through the incorporation of insights from psychology and social theory.     

A Strategic Approach on Organizing Accounts Receivable Management: Some Empirical Evidence

In this paper, the organizational behavior in managing accounts receivable is studied. It is based on the recent surge of interest in trade credit management from both academics and practitioners emphasizing 1) the rather permanent character of these short-term but continuously renewed investments and 2) their strategic potential due to the existence of financial, tax-based, operating, transaction and pricing motives. The paper focuses on a search for sources of such a strategic value and for the determinants of its risk. More specifically this potential strategic value is said to create a need for flexibility and control in managing accounts receivable. It will therefore induce a need for internalization of its management. The resulting risks, however, favor its externalization. This results in a revision of the existing decision-making processes since, the extension of trade credit becoming a strategic asset, investments in accounts receivable cannot be judged by the financial needs incurred as measured by the traditional DSO-rate anymore. More specifically, a transaction cost theoretic approach is used to explain the decision whether or not to internalize the firm's accounts receivable management and its risk, resulting in a set of hypotheses to be tested on a sample of both large and medium-sized Belgian companies.     

Health Promotion and Flexibility: Extending and Obscuring Power in Organizations

This paper explores the intersection between pursuits of improving organizational flexibility and pursuits of improving employees' health. It is argued that health promotion programmes have the potential of operating as mechanisms of power, which assist organizations in making up self-governing employees who flexibly adapt their lifestyles to the criteria of health and professional success. The paper shows how the fact that health promotion programmes are handled by 'independent' and legitimate health experts, and are provided to employees in the name of their health and well-being, obscures the forces of power in them, making them seem merely as informed ways of helping employees help themselves towards healthier and more successful lives. The paper concludes that health promotion programmes help to establish a new work ethic that challenges the boundary between work and private life. Furthermore, they make a healthy lifestyle part of the competencies that employees are responsible for developing and nurturing.     

A Design Theory Approach to Building Strategic Network‐Based Customer Service Systems*

Customer service is a key component of a firm's value proposition and a fundamental driver of differentiation and competitive advantage in nearly every industry. Moreover, the relentless coevolution of service opportunities with novel and more powerful information technologies has made this area exciting for academic researchers who can contribute to shaping the design and management of future customer service systems. We engage in interdisciplinary research—across information systems, marketing, and computer science—in order to contribute to the service design and service management literature. Grounded in the design‐science perspective, our study leverages marketing theory on the service‐dominant logic and recent findings pertaining to the evolution of customer service systems. Our theorizing culminates with the articulation of four design principles. These design principles underlie the emerging class of customer service systems that, we believe, will enable firms to better compete in an environment characterized by an increase in customer centricity and in customers' ability to self‐serve and dynamically assemble the components of solutions that fit their needs. In this environment, customers retain control over their transactional data, as well as the timing and mode of their interactions with firms, as they increasingly gravitate toward integrated complete customer solutions rather than single products or services. Guided by these design principles, we iterated through, and evaluated, two instantiations of the class of systems we propose, before outlining implications and directions for further cross‐disciplinary scholarly research.     

编制总量的核定方法与模型──地方政府机关编制

确定政府机构人员编制总量是一个十分重要而又难度很大的决策课题。对于地方政府机关编制,本文提出一种核定编制总量的方法,并采用数据包络分析方法和神经网络技术建立了编制总量的核定模型。     

Understanding Power: Bringing about Strategic Change

Success in today's competitive and complex world depends upon the ability to bring about effective strategic change. Much of the business literature has been preoccupied with finding more sophisticated techniques to formulate better strategies. But business success depends not only on finding the right strategy, but also ensuring it materializes in the form of a pattern of appropriate strategic actions. We know relatively little about this part of the strategy-making process. This article shows how a better understanding of the use of power can provide the energy to ensure strategic action by driving the organization and its members through the strategy-making process.     

Social Structures and Resistance to Strategic Change: British Manufacturers in the 1980s1

This article examines the refusal of two UK manufacturers to adapt their strategic ‘repertoires’ to the recessionary and structural changes of the 1980s. From being industry leaders in 1980, both companies were relegated to overseas control by the end of the decade. Developing both institutionalist and contextualist approaches to organization, the article argues that this fatal resistance to change derived from the deep social structural roots of these two companies' politics and cultures. Conservative managers were able to defy new capitalist logics by drawing upon alternative social structural sources of power, legitimacy and inspiration. The article concludes by considering the implications of this plural structuring of organizations both for organizational theory and for the management of change in practice.     

Unleashing and Combining the Wisdom: Rapid,Whole-Systems Change in Public Organizations

This article describes an approach called Whole-Scale Change, a large group process that appears to have helped others achieve dramatic, sustainable results in their organization or communities. It describes the possibilities for applying the predictable processes and the critical elements of Whole-Scale Change to achieve rapid, whole-system solutions in todays complex environment of public organizations.     

Making Sense of Organizations in Public Management: A Back-to-Basics Approach

This article addresses some basic facts and ideas about organizations as a way of concluding the symposium. It identifies different types of organizations in terms of their legal-structural characteristics, and considers aspects of their legal power, ownership, financing, staffing, and outsourcing. It ends with some suggestions for further related research on organizations.     

Managing Co‐creation Design: A Strategic Approach to Innovation

Co‐creation offers firms and their network of actors significant opportunities for innovation, as each actor offers access to new resources through a process of resource integration. However, despite the significant advantages that co‐creation can offer, there is surprisingly little research providing a strategic approach for identifying the most advantageous co‐creation opportunities, especially when many possible options are available. Recently, scholars have called for research that develops tools and processes related to co‐creation. This study addresses these priorities, making two contributions. First, in contrast to previous work considering co‐creation more generally, or focusing on one specific form only, e.g. co‐production, this paper offers a detailed and granular approach to co‐creation design. A co‐creation design framework is developed, which incorporates multiple design dimensions and categories that can reveal new co‐creation opportunities. Second, the research extends the application of a design approach, specifically within the context of co‐creative activities. The authors use field‐based research with senior executives to develop a framework that includes key co‐creation design elements. A morphological approach is used to explore how a lead firm can identify attractive co‐creation opportunities. An innovation solution in one organization provides an illustration of how the co‐creation design framework can be applied.     

战略变化的特征研究

战略变化往往被研究者和管理者当作帮助组织在"超竞争环境"中获得持续生存的根本动力之一.本文对战略变化的可能性、方向、幅度、速度等特征进行了研究,并指出对战略变化特征的研究需要多特征的综合研究,才能更好地揭示企业战略变化的过程.     

Appreciative Inquiry and Public Dialogue: An Approach to Community Change

This paper will demonstrate the contribution of Appreciative Inquiry (AI) to whole system change in the public and non-profit sectors through elucidation of the theory, method, and examples of the successful application of this approach. Developed in the mid 1980s by David Cooperrider and his colleagues at Case Western Reserve University, AI begins with the discovery of the highest achievements, core values, and aspirations embedded in all human systems. It is a methodology that begins a dialogue between individuals, expands to groups and builds to embrace and declare community wide intentions and actions. The theory of social constructionism informs this work asserting that individuals in relationship with one another can and will co-create an effective future when a positive inquiry into the heart and soul of a system, its greatest accomplishments and deepest values, generates new meaning and inspires new possibilities. Deceptively simple, the system is based on a reversal of the expectations, practices, and limitations found in traditional problem solving methodologies and thus represents a significant shift in attitude and language.     

Archetype Change in Professional Organizations: Survey Evidence from Large Law Firms

This paper examines the proposition that the traditional archetype of the professional partnership is said to have changed into a more 'business-like' entity, the managed professional business. It broadens the restricted case sample base on which much of the evidence has been adduced, by developing a survey questionnaire through which 197 large British law firms were sampled. Change, consistent with the notion of a more commercially oriented and consciously managed organization, is concentrated in the market-facing area of the firm but coexists with areas of continuity in the governance of the firm and its strategic management. The findings reveal a more managerial form of organization in which the core elements of the traditional form of professional organization have not been transformed. These results contest the assertion of either transformational or sedimented change found in other, case-based research and suggest that archetype change needs theoretically to be distinguished from the general phenomenon of greater managerialism within the professional service firm.     

Institutional Theory: Employing the Other Side of Rationality in Non-profit Organizations1

The non-profit sector has become increasingly important in diverse economic, political and social environments. It is not clear that we have effectively communicated, to colleagues, students and decision makers, theoretical developments useful for understanding and managing non-profit organizations. This paper discusses the potential implications of institutional theory to the management of one type of non-profit organization, the publicly supported non-profit organization with input-output relationships that are not well understood. We review institutional theory and discuss the implications of institutional theory to the management and evaluation of publicly supported non-profit organizations.     

从领导者到领导群:领导理论在21世纪的变革

领导科学在20世纪产生以来,其每一次研究重心的转移都会推动领导理论的变革.例如领导理论从特质论向行为论再向权变论的转变,都与领导科学研究重心的转移直接相关.领导科学在经历了许多年的风风雨雨之后,要向什么方向发展?新的研究中心是否已经出现?领导理论是否在经历一场大的变革?本文试图回答这些问题.     

Patterns of Strategic Change in Health Care: District Health Authorities Respond to AIDS*

The literature on strategic change is based mostly on research in the private sector. This paper suggests that change in public sector organizations is equally worthy of study and can offer novel insights. Findings from research into the development of services for HIV/AIDS in NHS health districts are used to illustrate six generic themes in strategic change processes. The first theme concerns the role of context in potentiating change, and in promoting a diverse response in different localities despite unifying government guidelines. A second theme introduces the initiators of change, the ‘product champions’, a less homogeneous group than is sometimes suggested. Although personal status, energy and pro-activity were shared characteristics, individuals differed in style and methods used to attain goals. Theme three highlights social movements as mediators of change. Consumerism has affected both private and public sector industry, but for HIV/AIDS the process has been particularly visible. The mobilising role of crisis comes next. A three phase model is suggested, linking ‘crisis-as-threat’ and ‘crisis-as-opportunity’ theories. A fifth theme concerns changes in organizational culture provoked by HIV/AIDS, and the role played by symbolism - often unpredictable and not easily manipulated by management. The last theme is organizational learning; how learning about HIV/AIDS diffused through the districts, and how well learning generalizes to other issues. In conclusion, it is argued that the study of processes of change in a public sector organization can contribute to general models of strategic change and help to develop organizational theory.     

Examining the Rhetoric: The Strategic Implications of Climate Change Policy

Many companies today are taking proactive steps on climate change by reducing or even sequestering their greenhouse gas emissions. But one cannot, as many now do, generalize from these examples the proposition that all companies can benefit from greenhouse gas reductions. Climate change controls represent a market shift; the formation of new markets in pollution, pollution credits, money and emission abatement technology. And in any such transition, there will be winners and losers, those that embrace the shift and those that resist it. The difference between these two postures lies in strategic factors such as capital asset management, market competencies, global competitiveness and managing institutional change. The paper discusses each in turn and concludes with commentary on how present US policy towards the Kyoto Protocol is actually contrary to business interests.