Private Action for Public Good?: The Public Role of Voluntary Sector Organizations

Voluntary sector organizations claim to be private institutions acting for the public good. However, if the concept of public is disengaged from the state and connected instead to citizenship, VSOs can be shown to have both private and public origins, as well as private and public impacts. As citizens, VSOs are public organizations serving the public good through their purported representation of the people and civic leadership. The legitimacy of their assumption of these public roles remains a continuing challenge.     

Public or Private? Public Corporations,Companies and the Decline of the Middle Ground

In the era of New Public Management in the Anglo-Saxon countries, governments have become infatuated with things private and disparaging of things public. This dramatic attitudinal shift has been reflected in the importation of private sector business method into so much of what government does, and in the championing of privatization in its various forms as a way of reducing the size and importance of public sectors. The change represents a retreat from the more traditional acceptance that a valuable social purpose was served by middle ground structures and activities located in the outer parts of these public sectors, i.e., between the highly politicised cores of government systems and the highly commercialised institutions of private enterprise. In particular, this article argues that the form of the public (or government, statutory or crown) corporation epitomised such social value, and that the state-owned company which is now so often replacing it represents an abandoning of social value.     

Looking for Public Administration Theories?

Since the sixties, a number of Western countries have conducted a lot of NPM type reforms in order to improve their public administration (PA). However, more than forty years of NPM type reforms raise questions about whether these reforms consist in an improvement of PA or if alternative theories could find their place in the field of PA reforms. In order to answer these questions, the five main public administration theories (New Public Administration, New Public Management, Public Value Management, New Public Service and New Public Governance) have been selected, and based on an original analysis of their incipits, some guidelines are proposed for practitioners and students in PA.     

Risk Management in Public–Private Partnership Contracts

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.

Testing Herzberg’s Two-Factor Theory of Motivation in the Public Sector: Is it Applicable to Public Managers?

Given the limitations in providing monetary rewards as an incentive in the public sector, Herzberg’s Two-Factor Theory of Motivation can be promising if it is applicable to public employees. This study identifies the effects of motivators and hygiene factors on public managers’ job satisfaction, and finds out if there is difference, compared to how private-sector employees are motivated. According to the findings, a majority of identified motivators in the previous research showed positive effects on job satisfaction among public managers, and public managers’ job satisfaction was not affected by hygiene factor as predicted in Herzberg’s study. Managerial implications are discussed.     

Public Health Institutions,Clinical Research and Protection System of Patients’ Rights: An Impact Evaluation of Public Policy

Public health institutions are involved in human experimentations, which is a specific phase of pharmaceutical industry’s production process. These medical centers collect clinical evidence about experimental treatments and, at the same time, they have to guarantee patients’ safety through appropriate Institutional Review Boards. Taking human experimentation into account, this work aims at estimating a public policy designed to reduce transaction costs that are related to the protection system of patients’ rights, with both a normative and positive approach. On the one hand, considering a sample of European countries as counterfactual, an empirical analysis is performed in order to estimate the impact of a national law aimed at harmonizing the procedure to obtain opinions on clinical trials. On the other hand, an alternative law, which might be able to favor the exchange between pharmaceutical companies and patients, is proposed.     

Can Public Management Contribute to Governance in Developing Countries?

Governance ensures a wide range of desirable values including efficiency, productivity, participation, transparency, and accountability. The wide scope and overambitious demands of governance make it difficult to conceptualize and operationalize. Despite huge investments in time and resources, developing countries seldom succeed in establishing good governance. Based on the experience of Hong Kong, this article argues that many of the desired values of governance can be attained through effective design and the implementation of public management reforms. Public management cannot serve as an alternative for governance, but reforms in this area can help update and adjust institutional structures, processes, and practices in developing countries; they help to ensure the benefits of the desired values of governance without undertaking enormous risks. However, the size of a country and the nature of its political system will influence the degree of success in establishing governance.     

Voter’s Perceptions on Candidate Choice for Director of Public Educational Institutions

Public Organization Review - This study aimed to verify whether the voters’ perceptions (trust, expertise, attractiveness, image and perceived quality) from the academic community influence...     

Democracy and Private Property: Governance of a Three-Party Public–Private Partnership

This paper contributes to the study of efficient governance of public–private partnerships (PPPs) through an inductive comparative case study of three riding schools in Sweden. Each school is a three-party PPP between a private firm, a democratic nonprofit association, and a municipality. The results indicate that efficient PPPs mixing private, collective, and communal interests can be established through an adaptive governance strategy. The private firm can shield the democratic association from market influence through adapting to market conditions; the municipality can create a governance strategy; and the democratic association can focus on providing riding services and fostering democratic governance.

Does the Public Sector Lead the Wage Evolution in the French Economy?

Has the wage policy of the State in the French public sector (government services and State owned enterprises) had a leading effect on wages in the private sector up until the early 1980s? This paper firstly aims at verifying the existence and analysing the causes of this leading effect. The second aim is to estimate the scope of the changes which took place from the early 1980s. It shows that the wage policy of the State did influence disinflation in the 1980s and early 1990s. Indeed, it not only slowed down the growth of wages in the public sector but, by this means, it also influenced indireclty the growth of wages in the private sector.     

Japan’s Innovation of Public Organizations in the Research and Development Field

The Japanese government implemented drastic restructuring of the central government in 2001. As a part of this reform, the incorporated administrative agency (IAA) system was newly introduced in view of carrying out certain public functions in a more flexible, business-like and autonomous way. Research and development activities in the public sector are now mostly conducted by the incorporated administrative agencies. In this article, the purpose of this reorganization is firstly described followed by the outline of this system and current accomplishments. In concluding, the Japanese undertaking of a new public organization is analyzed in comparison with the European and “Anglo-Saxon” countries.

Why Do People from Southern Italy Seek Jobs in the Public Sector?

This paper analyses the choice open to a worker seeking a job in the public and private sectors of the labour market. The private sector is identified by a steeper wage profile and by lower job security than the public sector. The reservation wage for the two sectors is calculated in the first part of the paper. The results reveal that the reservation wage for the public sector is higher than that for the private sector. The effect of career prospects, job riskiness and labour demand on optimal time allocation between the search in the two sectors is then analysed. Finally, an empirical analysis is made in order to study Italian workers’ search strategies. It highlights relevant geographical differences which can be interpreted through the theoretical results obtained in the paper.     

Politics−Bureaucracy Relationship in Bangladesh: Consequences for the Public Service Commission

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.

Is it the Brazilian Way? Extending the Comparison of Public and Private Organizations

This study investigates the differences in select organizational characteristics, managerial practices and work attitudes among 670 public and private sector workers in Brazil. The results indicate that in some aspects there is a moderation effect by type of organization. For example,when public employees score high on autonomy and task significance, perceive organizational practices as favourable, and keep membership in the same organization, they tend to be more satisfied than private sector workers. Overall, the findings highlight the need for more international comparisons to gain a better understanding of the public-private distinction.     

Residential Mortgages and Public Policy: What to do with Fannie and Freddie?

The current debate on U.S. housing policy focuses on the role of the government in supporting the mortgage market. Existing organizations (Fannie Mae/Freddie Mac) are in conservatorship status, and Congress is considering alternative structures and guarantees including the Johnson‐Crapo bill, to provide catastrophic insurance in support of the coverage from private companies. The resolution of this issue is complicated by the various activities involved in the issue—investment securities, public policy, macroeconomics, accounting, and insurance. This article reviews the impact of these activities on U.S. housing, with a discussion of the feasibility of creating a catastrophic insurance program similar to that of the Federal Deposit Insurance Corporation. The federal government has successfully operated catastrophic insurance programs in support of private sector initiatives, and this experience—while certainly not perfect—may be a reasonable approach to the current Fannie/Freddie dilemma.     

Public–private versus public ownership and economic performance: evidence from Italian local utilities

In the last century local public services have often been reformed. The declared outcome of the most recent reforms is the privatization and liberalization of the sector. However, in almost all European countries, the privatization of local public services has been only partial, because local governments have sought to privatise a minority stake in the public owned-companies, while remaining committed to retaining public ownership and control over the longer-term as a means of protecting public interest. The phenomenon of mixed public–private companies emerged as a result of this process. In this context, the article investigates whether differences in financial performance can be found between public–private companies and totally public-owned enterprises. Empirical quantitative studies on this particular topic are quite lacking at the moment. The present study tries to fill this gap through an empirical analysis on a sample of 623 Italian local utilities. The results of the study suggest that there are differences in economic performance between local utility companies with varying degrees of public ownership. In particular, public–private utilities show better economic performance than publicly owned firms, especially in terms of profitability. The results also seem to suggest that the majority private ownership is not necessary for better performance. In other terms, public–private partnership—and not private majority ownership—seems to be the key point for good performance.     

The Public Sector’s Use of Agencies: A Dynamic Rather than Static Scene

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.

Portfolio Flows to Emerging Capital Markets: Do Corporate Transparency and Public Governance Matter?

This paper focuses on flows to emerging capital markets (ECMs) and examines the importance of corporate transparency and public governance in attracting portfolio flows to ECMs. This paper's empirical investigation centers on the hypothesis that ceteris paribus, ECMs with better quality accounting standards and good governance attract higher levels of portfolio equity and bond flows. To assess the incremental impact of each of these factors, a pooled time series, cross‐sectional model was econometrically tested for 17 ECMS over the 1998–2002 time period. Our empirical analysis demonstrates a positive association between public governance, corporate transparency, and portfolio flows after controlling for other macroeconomic factors. The results suggest that good public governance and high accounting quality are important determinants of portfolio flows to ECMs. Finally, the paper establishes that while portfolio equity flows are significantly attracted to ECMs with strong democratic institutions, there is no significant association between portfolio bond flows and the presence of democratic institutions.     

Strategic Planning in the Malawi Public Sector: Potential Tool for Progress or Regression?

The process of developing strategic plans in the public sector is regarded as one indicator of positive reform in the system. The assumption is that strategic planning ensures that (just like in the private sector) public sector organizations’ operations should cost less but deliver better service. Ultimately the argument is that public sector institutional governance and responsiveness to the citizenry is not only seen but felt. However, strategic planning has to be done in an appropriate manner for it to deliver. For instance an analysis of the underlying motives, the role of leadership in the process as well as the relevance or viability of the guiding strategic planning model significantly affect the nature of expected results. In the early 2000s, the Malawi public sector embarked on a serious drive towards strategic planning process as part of its reform package. In order to ascertain it’s potential to transform the Malawi public service, this paper focuses at critically analyzing the strategic planning process in the Malawi public sector by among other things asking: who initiated and led the process? What approach determined the process? What is the possible potentiality of the adopted strategic planning approach in enhancing the reform agenda in Malawi? Based on interviews with senior officers in key Malawi public sector institutions, the paper concludes that the strategic planning process is ‘transitional and fluid’ hence lacks the clout to effectively enhance reforms in this sector. Another finding is that lack of effective leadership has largely contributed to the status quo.     

Global Financial Crisis, Public Administration and Governance: Do New Problems Require New Solutions?

A financial crisis, or any crisis, is likely to produce a variety of responses from governments. This article discusses the range of responses that may be possible, pointing out that diametrically opposite answers may be made to the common problem. The analysis points to the persistence of many dichotomies in our thinking about public administration and public policy. These varied responses to crises are investigated in several political systems including the Baltic States and the European Union.