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1.
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
2.
3.
The influence of executive age,career horizon and incentives on pre-turnover earnings management 总被引:1,自引:0,他引:1
Wallace N. DavidsonIII Biao Xie Weihong Xu Yixi Ning 《Journal of Management and Governance》2007,11(1):45-60
In this paper we hypothesize that CEOs will be motivated to manage earnings prior to a turnover decision. This motivation
comes from the horizon problem for CEOs nearing retirement age and for CEOs whose profit-based bonus is a large portion of
their total compensation. We find that firms in which CEOs are nearing retirement age have large discretionary accruals in
the year prior to turnover. Although we find firms with a larger proportion of profit-based bonus pay have larger discretionary
accruals, this result is not robust with the inclusion of control variables in the regressions.
相似文献
Wallace N. Davidson III (Corresponding author)Email: |
Weihong XuEmail: |
Yixi NingEmail: |
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 New Public Management (NPM) has often been favorably contrasted with European Public Administration (EPA). This paper
attempts to balance this Anglo-American perspective with a relatively new European critique of NPM which its authors call
the Neo-Weberian State (NWS). Despite their differences in some key respects, however, it is argued that the NPM and NWS are
similar in their sweeping paradigmatic character, their ambiguities and internal inconsistencies, their inability to go beyond
instrumental rationality and incorporate forms of hermeneutic and critical reason, and in their advocacy of bureaucracy via
participation under certain historical conditions, hence consistent with Weber’s characterization of modern organization and
management. The paper, based on the authors’ rendering of critical social theory, provides a fresh means for bridging the
two perspectives.
相似文献
David Y. Miller (Corresponding author)Email: |
6.
The ability of public organizations to invest in emerging technologies is dependent upon the degree to which they can effectively
manage the risks of being a lead-user in a political environment. However, little is known about the dimensions and implications
of the different forms of risk faced by innovative public organizations as well as the strategies employed to manage them.
This paper addresses these issues by studying how one public agency implements a program of replacing its transportation fleet
with alternative fuel vehicles (AFVs).
Benoy Jacob is an Assistant Professor of Public Policy in the School of Politics and Economics at Claremont Graduate University. His research focuses on local governments and how they generate and sustain fiscal and managerial capacity. Eric W. Welch is an Associate Professor and Director of the Science, Technology and Environment Policy Lab in the Public Administration Program at the University of Illinois at Chicago. His research focuses on technology in public organizations, environmental policy, science and technology policy, and R&D performance evaluation. Terence Simms is a research consultant for the Institute for Research on Race and Public Policy at the University of Illinois at Chicago, the College of Health and Human Services, and the Institute for Global Trade and Research at Governor State University. He is currently a graduate student at the University of Chicago’s School of Social Service Administration and Public Policy. 相似文献
Terence SimmsEmail: |
Benoy Jacob is an Assistant Professor of Public Policy in the School of Politics and Economics at Claremont Graduate University. His research focuses on local governments and how they generate and sustain fiscal and managerial capacity. Eric W. Welch is an Associate Professor and Director of the Science, Technology and Environment Policy Lab in the Public Administration Program at the University of Illinois at Chicago. His research focuses on technology in public organizations, environmental policy, science and technology policy, and R&D performance evaluation. Terence Simms is a research consultant for the Institute for Research on Race and Public Policy at the University of Illinois at Chicago, the College of Health and Human Services, and the Institute for Global Trade and Research at Governor State University. He is currently a graduate student at the University of Chicago’s School of Social Service Administration and Public Policy. 相似文献
7.
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
8.
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
9.
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
10.
Henry L. TosiJr. 《Journal of Management and Governance》2008,12(2):153-169
In this paper I first review the basic tenets of agency theory and theory of managerial capitalism as well as some of the
major research in these areas then suggest for areas for future research that go beyond the extant empirical work. First,
I suggest that it would be useful to reconsider the basic nature of the agency relationship, taking into account that while
equity holders can be considered the principal, the board of directors may be more realistically in need of agent-like controls.
Second, the complementary or supplementary nature of the monitoring/incentive alignment relationship has been shown theoretically
but the empirical evidence is equivocal and needs future investigation. Third, there has been very limited research on the
construct validity of archival measures of the sort used in agency theory. This requires the use of methodologies outside
those of the more conventional type used in agency theory (i.e., from economics and finance). Finally, agency theory development
would profit greatly by more extensive use of research methods such as laboratory studies and survey methodology and the integration
of concepts such as personality and control processes.
相似文献
Henry L. Tosi Jr.Email: |
11.
In the wake of widespread criticism for its poor performance in Hurricane Andrew in 1992, FEMA became a more effective organization
under the leadership of James Witt (1993–2001). One answer to the question of how and why FEMA improved so rapidly and significantly
during this period is Carpenter’s (2001) theory of “bureaucratic autonomy.” This paper defines the minimum conditions Carpenter
considers necessary for the term, evaluates their applicability to FEMA during this period, and briefly examines alternative
explanations for FEMA’s organizational transformation. It concludes that the innovation and entrepreneurship FEMA demonstrated
during this period do indeed meet the criteria for “bureaucratic autonomy.”
相似文献
Donald E. Klingner (Corresponding author)Email: URL: http://web.uccs.edu/klingner/index.html |
12.
The theory on real options has extended the traditional net present value rule in order to capture the value of flexibility
in investment decisions. Typically, the theory of real options does not take into account agency conflicts (between central
and divisional management). In this paper, we investigate the influence of agency conflicts on real options within a LEN-type
model. We extend a standard LEN model with investment activities by explicitly considering the possibility to abandon an investment
project after all parties involved have received further information about the project’s development. Especially, we analyze
how the option’s flexibility value is influenced by the agency conflict. Our analysis shows that the real option alters the
trade-off between risk sharing and incentives that underlies the agency conflict. Thereby, situations can occur in which central
(and divisional) management evaluates the abandonment option ex ante differently than ex post. Using this framework, we discuss
the role of commitment and the advantages of centralization and delegation of the abandonment decision.
相似文献
Georg SchneiderEmail: |
13.
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
14.
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
15.
Yuko Kaneko 《Public Organization Review》2006,6(4):329-346
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.
相似文献
Yuko KanekoEmail: |
16.
Chon-Kyun Kim 《Public Organization Review》2007,7(4):317-329
To explore the determinants of global e-government performance, this paper examines the aggregate data of 163 different countries
by conducting multivariate statistical analysis. The results of multivariate regression analysis indicate that the performance
of digital government is likely to be determined by economic wealth, education, urbanization, civil liberties, government
effectiveness, and the interaction between Internet usage and economic wealth, while the extent of internet penetration alone
does not determine e-government performance. More importantly, this study indicates that government effectiveness is much
more important than any other factors in determining global e-government performance. The countries with high e-government
performance are likely to be the wealthy, developed, and Western countries or the rapidly developing Asian countries.
Chon-Kyun Kim is assistant professor of public administration at Texas A&M University, Corpus Christi. His research has appeared in Administration and Society, the International Journal of Public Administration, Public Administration Quarterly, and Public Personnel Management. His research interests include e-government, globalization, organization theory, and human resources management. 相似文献
Chon-Kyun KimEmail: |
Chon-Kyun Kim is assistant professor of public administration at Texas A&M University, Corpus Christi. His research has appeared in Administration and Society, the International Journal of Public Administration, Public Administration Quarterly, and Public Personnel Management. His research interests include e-government, globalization, organization theory, and human resources management. 相似文献
17.
Barbara L. Neuby 《Public Organization Review》2006,6(4):317-328
The National Response Plan was created by the Department of Homeland Security for the purpose of organizing disaster relief services by coordinating activities of cabinet departments and independent agencies. A case study of the Plan's creation shows that the Department has skillfully used its sources of administrative power to build a latent control network with little or no oversight, raising questions of accountability and ultimate security. Variables discussed here promote building of a theory of bureaucratic power.
相似文献
Barbara L. NeubyEmail: Phone: +1-770-4236466Fax: +1-770-4236312 |
18.
Alnoor Bhimani 《Journal of Management and Governance》2008,12(2):135-147
Corporate governance codes extensively appeal to ethical standards of conduct. Rather than being articulated alongside economic
axioms, ethical and moral precepts are intertwined within neo-classical economic argumentation across corporate governance
standards. This paper explores the fusion between ethics and modern economic rationality and reflects on the scientisation
of economics and ethics in academic discourse. The argument is then made that the enlistment of ethics within the epistemologically
privileged posture of economics characterises corporate governance codes. The UK Combined Corporate Governance Code of 2006
is analysed to draw out the paper’s contention.
相似文献
Alnoor BhimaniEmail: |
19.
Olaf Hinz 《Organisationsberatung, Supervision, Coaching》2008,15(1):69-78
Zusammenfassung Die Methode der kollegialen Beratung eignet sich gut für Menschen in Organisationen, die vor der Herausforderung stehen, ihr
Prozesswissen in neuen, unbekannten Kontexten anzuwenden. Schnelligkeit und konkreter Praxisbezug sind dabei wesentliche Faktoren
für eine akzeptierte Lernform. In diesem Artikel wird eine Anpassung der Grundmethode der kollegialen Beratung, die kollegiale
Praxisberatung, vorgestellt, die diese Anforderung der Praktiker erfüllt. Die dabei auftretenden Prozesswirkungen und Lernerfahrungen
werden anhand zweier Praxisbeispiele aus der Industrie illustriert und Chancen sowie Grenzen der Methode diskutiert.
相似文献
Olaf HinzEmail: |
20.
Pursey P. M. A. R. Heugens Stelios C. Zyglidopoulos 《Journal of Management and Governance》2008,12(4):325-341
Our current views of economic competition are still rooted in the imagery of the isolated firm that transacts with its buyers,
suppliers, and competitors via largely anonymous factor and product markets. Yet this view is fundamentally at odds with the
growing importance of business groups in the global economy. We thus need a reconceptualized version of our idea of economic
competition, which is capable of explaining competitive advantage at the group-versus-group rather than firm-versus-firm level
of analysis. In the present paper we build on insights derived from organizational sociology and organizational economics
to develop a business group-level theory of competition and competitive advantage based on embedded competencies.
相似文献
Stelios C. Zyglidopoulos (Corresponding author)Email: |