New Public Management Is Dead--Long Live Digital-Era Governance

The "new public management" (NPM) wave in public sector organizationalchange was founded on themes of disaggregation, competition,and incentivization. Although its effects are still workingthrough in countries new to NPM, this wave has now largely stalledor been reversed in some key "leading-edge" countries. Thisebbing chiefly reflects the cumulation of adverse indirect effectson citizens' capacities for solving social problems becauseNPM has radically increased institutional and policy complexity.The character of the post-NPM regime is currently being formed.We set out the case that a range of connected and informationtechnology–centered changes will be critical for the currentand next wave of change, and we focus on themes of reintegration,needs-based holism, and digitization changes. The overall movementincorporating these new shifts is toward "digital-era governance"(DEG), which involves reintegrating functions into the governmentalsphere, adopting holistic and needs-oriented structures, andprogressing digitalization of administrative processes. DEGoffers a perhaps unique opportunity to create self-sustainingchange, in a broad range of closely connected technological,organizational, cultural, and social effects. But there arealternative scenarios as to how far DEG will be recognized asa coherent phenomenon and implemented successfully.     

Maximum Value of Hotelling's T 2 Statistics Based on the Successive Differences Covariance Matrix Estimator

In statistical process control applications, the multivariate T ² control chart based on Hotelling's T ² statistic is useful for detecting the presence of special causes of variation. In particular, use of the T ² statistic based on the successive differences covariance matrix estimator has been shown to be very effective in detecting the presence of a sustained step or ramp shift in the mean vector. However, the exact distribution of this statistic is unknown. In this article, we derive the maximum value of the T ² statistic based on the successive differences covariance matrix estimator. This distributional property is crucial for calculating an approximate upper control limit of a T ² control chart based on successive differences, as described in Williams et al. (2006 Williams , J. D. , Woodall , W. H. , Birch , J. B. , Sullivan , J. H. ( 2006 ). On the distribution of T ² statistics based on successive differences . J. Qual. Technol. 38 : 217 – 229 .[Taylor & Francis Online], [Web of Science ®] , [Google Scholar]).     

Sample-size requirements for confidence bounds of prescribed precision on multivariate normal quantiles

The problem of setting confidence bounds on a central multivariate normal quantile is considered. It is shown that for the setting of exact confidence bounds of specified closeness to the quantile,the required minimum size of a normal sample is large and rises rapidly with the number of variates considered.     

A test for abrupt change in hazard regression models with Weibull baselines

We develop a likelihood ratio test for an abrupt change point in Weibull hazard functions with covariates, including the two-piece constant hazard as a special case. We first define the log-likelihood ratio test statistic as the supremum of the profile log-likelihood ratio process over the interval which may contain an unknown change point. Using local asymptotic normality (LAN) and empirical measure, we show that the profile log-likelihood ratio process converges weakly to a quadratic form of Gaussian processes. We determine the critical values of the test and discuss how the test can be used for model selection. We also illustrate the method using the Chronic Granulomatous Disease (CGD) data.     

Learning in and from projects: the learning modes and a learning capability model

Abstract

The notion of ‘project delivery’ is well embedded in and across the management and organizational sciences literature – generating a narrative that reflects and recognizes the instrumental nature of projects and programmes in strategy execution. Project management, as a distinct and well-established body of research enquiry, has increasingly sought to focus our attention on the impacts of complexity, risk and uncertainty in projects; the corollary being a desideratum to strengthen our theoretical understanding of how insight and learning from projects may influence improvements to organizational efficiency. The wider literature suggests that organizational learning remains a challenging proposition, particularly in the context of organizations operating in environments of high complexity. In this paper, we enhance the conversation on organizational learning through a series of case studies, generating evidence of thirteen ‘learning modes’. The paper proposes that mature organizations tend to exhibit a greater number of learning modes and that there is a tendency to capture and socialize knowledge with a greater emphasis on the context of the learning situation rather than the learning artefact in isolation. The empirical evidence gathered in this paper forms the basis of a capability model, characterized by the thirteen modes of learning. The model intimates that learning occurs, and is more effective, when knowledge and information are enacted in practice through the learning modes which form a nucleus of the organizational learning capability. The research concludes with a 'call to action' that emphasizes the strategic importance of learning practices and routines in project oriented-organizations.     

Latour and Woolgar’s ‘cycle of scientific credibility’ as a basis for conceptualizing business school strategy

Review of Managerial Science - Drawing on contemporary and historical discourse around UK business schools and insights from the sociology of scientific knowledge, we argue that business schools...