L1 ESTIMATION IN SMALL SAMPLES WITH LAPLACE ERROR DISTRIBUTIONS

In this paper a Monte Carlo sampling study consisting of four experiments is described. Two error distributions were employed, the normal and the Laplace; and two small sample sizes (20 and 40) were tested. The question of simultaneous-equation bias called for two-stage estimators. The L¹, norm was employed as a means of comparing the performance of the L¹ or least squares estimators. A relatively new algorithm for computing the direct least absolute (DLA) and two-stage least absolute (TSLA) estimators was employed for the experiments. The results confirmed the hypotheses that for non-normal error distributions such as the Laplace the least absolute estimators were better.     

Shared Leadership in Commercial Organizations: A Systematic Review of Definitions,Theoretical Frameworks and Organizational Outcomes

The importance of context has been well established in studies of leadership (Bryman, A. and Stephens, M. (1996). The importance of context: qualitative research and the study of leadership. Leadership Quarterly, 7, pp. 353–371; Pettigrew, A. and Whipp, R. (1991). Managing Change for Competitive Success. Oxford: Blackwell). However, recent reviews of shared leadership have tended to merge findings across commercial and non‐commercial settings, disregarding contextual differences in these distinctive domains. Acknowledging that the challenges of leadership may vary in different organizational contexts, this paper argues that a focused review of shared leadership in commercial organizations (COs) is needed. The authors thus systematically review findings from over twenty years of empirical research on the practice of shared leadership in commercial organizations, critically reviewing definitions, theoretical dispositions and measurement approaches adopted in the field, before evaluating the impact of shared leadership on performance in this context. Findings from commercial and non‐ commercial organizations are then compared, highlighting significant differences in the conceptualization of shared leadership in these distinct settings. Contributing to theory in this field, a framework is developed, mapping the landscape of current research in commercial contexts, revealing critical gaps in our present understanding of shared leadership processes. Consequently, a model summarizing a proposed research agenda for future studies is provided, highlighting the need for such research to focus on the interactions of individuals as they share in the leadership of their team.     

Validating Grant-Making Processes: Construct Validity of the 2013 Senior Corps RSVP Grant Review

Accountability in grant-making requires a valid, fair and transparent selection process. This study proposes a four-step framework for validating such a process: determine standards for qualified applicants, assess inter-reviewer reliability, assess factorial validity, and assess reliability. This framework is applied to the Corporation for National and Community Service’s 2013 RSVP grant-making process. The standards were close to the highest points of reliability. Inter-reviewer reliability was above 0.90, a common threshold for high-stakes measurement. After conducting confirmatory factor analysis, the final model merged two of the original five domains of selection criteria, resulting in four domains. The final model was found to have strict measurement invariance, high convergent validity, and measurement reliability between 0.88 and 0.93 for all domains. The results validate the 2013 review process and indicated that the scores exhibited high degrees of reliability, giving public assurance that the process was sufficiently objective and accurately reflected program priorities.     

Managerial Networking and Stakeholder Support in Public Service Organizations

Resource dependence theory suggests that to function successfully, organizations must obtain certain resources controlled by actors in their environment. To do this effectively, managers often develop networking relationships with key stakeholder groups in order to make critical resources available. Managers in public service organizations, in particular, are frequently under great pressure to network with relevant actors from stakeholder groups in order to build support for service (co)production and legitimacy for strategic and operational decisions. To identify networking strategies which are conducive to stakeholder support, we explore the networking behaviour of over 1,000 English local government managers. Fuzzy cluster analysis identifies four distinctive, though inter-related types of managerial networking: technical, reputational, political, and tokenistic. The cluster membership functions from this analysis are used to examine the relationship between types of networking and stakeholder support in depth. The results of hierarchical regression analysis suggest that technically-orientated networking is the most conducive to stakeholder support, with tokenistic networking the least conducive.     

Semi-parametric extended Poisson process models for count data

A general framework for the analysis of count data (with covariates) is proposed using formulations for the transition rates of a state-dependent birth process. The form for the transition rates incorporates covariates proportionally, with the residual distribution determined from a smooth non-parametric state-dependent form. Computation of the resulting probabilities is discussed, leading to model estimation using a penalized likelihood function. Two data sets are used as illustrative examples, one representing underdispersed Poisson-like data and the other overdispersed binomial-like data.     

Canadian state-owned enterprises: a framework for analyzing the evolving Crowns

Despite the privatization of many state-owned enterprises (SOEs), Canadian governments continue to own and operate numerous Crown corporations in a host of different sectors. Drawing its conclusions from the evolution of six Canadian Crowns, this article will explain both why these firms continue to exist in the public sphere as well as examine how their governance and organizational condition(s) have changed. With one exception, these firms have drastically modernized all aspects of their operations such that they are able to meet the needs of their citizen customers, various stakeholders and, most critically, their single shareholders. Historically imposed institutional variables, the political and policy needs of their respective owners and constraints on the decision-making powers of Canadian governments are key factors for understanding the continued public ownership and institutional development of these SOEs. Canada's limited adoption of New Public Management concepts and neoliberalism, more generally, is an additional pertinent factor that helps to explain their continued presence in the economy as well as the relatively late implementation of modernization programs. Some final thoughts on the value of SOEs and state intervention more generally round out the article.