| 1. |
- Alexiadou, Nafsika, et al.
(author)
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Europeanizing the National Education Space? : adjusting to the Open Method of Coordination (OMC) in the UK
- 2015
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In: International Journal of Public Administration. - : Taylor & Francis Group. - 0190-0692 .- 1532-4265. ; 38:3, s. 157-166
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Journal article (peer-reviewed)abstract
- This article examines the reception of the education Open Method of Coordination (OMC) in the UK as an aspect of Europeanization of national administrations. It addresses relationships between political and administrative actors in the process of responding to the education OMC. We argue that despite progress with institutionalization of the education OMC at the EU level, there is limited institutionalization of the education OMC at the national level. Against the backdrop of UK skepticism about engaging with the EU integration project, the interesting finding is the administrative strategies employed for deflecting EU influence on the national education space.
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| 2. |
- Alm, Jens, et al.
(author)
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Isomorphic Forces and Professional Soccer Standardizations : Instruments of Governance for Municipal Investments?
- 2019
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In: International Journal of Public Administration. - : Taylor & Francis. - 0190-0692 .- 1532-4265. ; 42:3, s. 185-194
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Journal article (peer-reviewed)abstract
- This article aims to explain why Danish municipalities usually choose to comply with stadium requirements from the Danish Soccer Association (DBU) even though, in most cases, they do not have the supporter base that could fill the renovated or new stadiums to their capacities. Using institutional theory as a theoretical framework, the article shows that coercive forms of isomorphism are part of the homogenization process leading to the municipalities' compliance. It also suggests that mimetic forms of isomorphism are present in the sense that municipalities believe that if they comply with these requirements they will strengthen the conditions of their local clubs. In turn, they have encouraged other municipalities to follow suit. In sum, the analysis shows that the central form of governance through standardizations together with isomorphic forces have contributed to a uniformity among the municipalities.
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| 3. |
- Alverbratt, Catrin, et al.
(author)
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A New Working Method in Psychiatric Care : the impact of implementation
- 2016
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In: International Journal of Public Administration. - : Informa UK Limited. - 0190-0692 .- 1532-4265. ; 40:3, s. 295-304
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Journal article (peer-reviewed)abstract
- An equal mix of organizational cultures is important for a successful implementation process. The aim of this study was to examine the implementation of a new working method in psychiatric hospital wards, representing different cultural characteristics. Descriptive quantitative data were collected at two hospitals (intervention and control). The results revealed one ward characterized by a mix of organizational cultures. This ward, compared with other intervention wards, showed the best results regarding patient assessed empowerment and participation. The result shows tentatively that organizational culture may have an impact on the implementation processes.
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| 4. |
- Andersen, Jon Aarum, 1944-
(author)
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Assessing Public Managers' Change-Oriented Behavior : Are Private Managers Caught in the Doldrums?
- 2010
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In: International Journal of Public Administration. - : Taylor & Francis. - 0190-0692 .- 1532-4265. ; 33:6, s. 335-345
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Journal article (peer-reviewed)abstract
- This article presents a concept and a measurement of managers' change-oriented behavior related to the initiation and implementation organizational change. It is argued that managers have an optimal potential for achieving organizational changes if they have the change-centered leadership style, are intuitive, recognize demands for change, and have power-motivated behavior. Public and private managers are significantly different in relation to change-oriented behavior based on data from 343 managers in two public organizations and one private. One result was unexpected: public managers are more change-oriented than managers in business organizations. As expected, there is no significant difference in change-oriented behavior among managers in public agencies. Possible explanations for these outcomes are presented.
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| 5. |
- Batory, Agnes, et al.
(author)
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Regulating Collaboration : The Legal Framework of Collaborative Governance in Ten European Countries
- 2020
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In: International Journal of Public Administration. - New York : Taylor & Francis. - 0190-0692 .- 1532-4265. ; 43:9, s. 780-789
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Journal article (peer-reviewed)abstract
- Many scholars have considered when and why collaboration between government agencies and societal actors occurs. This article argues that a simple but largely overlooked answer to these questions is that a formal legal or administrative requirement to do so is in place. Therefore, the objective is to substantiate whether there are legal requirements to collaborate and in what type of source and context this obligation applies in ten European countries. The main finding is that collaboration is underpinned by an extensive range of legal requirements in Europe, although imposing these requirements is generally not the main objective. © 2019 The Author(s).
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| 6. |
- Bringselius, Louise
(author)
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Gaining Legitimacy as a Public Official: The Case of Supportive Employee Attitudes to the Standardization of Work
- 2012
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In: International Journal of Public Administration. - : Informa UK Limited. - 0190-0692 .- 1532-4265. ; 35:8, s. 544-552
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Journal article (peer-reviewed)abstract
- The standardization of work processes is a common feature of the public administration, aiming at both efficiency and equal treatment of citizens. Combining this standardization with employee motivation is considered a challenge. This challenge is explored, based on a survey to 261 social insurance officers (SIOs) at the Swedish Social Insurance Agency. Results reveal that, contrary to expectations, 73 per cent of these officials perceived the standardized protocols as supportive, rather than burdening. Justifications were codified in order to identify factors affecting these attitudes. Four categories emerged. These factors are discussed and it is concluded that the standardization of work increased professional status, by providing with legitimacy and authority. However, in order to ensure compliance and increase professional status, better opportunities for officials to influence protocols and contribute to the shared knowledge base are required.
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| 7. |
- Bringselius, Louise
(author)
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The voice of professionals - lost in evaluation?
- 2013
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In: International Journal of Public Administration. - : Informa UK Limited. - 0190-0692 .- 1532-4265. ; 36:10, s. 723-731
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Journal article (peer-reviewed)abstract
- Based on the merger of two Swedish university hospitals, this article examines the relationship between professionals and policymakers in public sector reform. Data from a survey to 663 physicians show that only 2 percent of physicians experienced a working dialogue in this relationship. The relationship with the hospital management was considered equally poor. The article seeks to understand why the voice of professionals was ignored. Results indicate that managers and policymakers collaborated—rather than competed—to avoid blame, by consequently ignoring the professionals’ feedback and attempts at whistle-blowing. This blame-avoidance strategy differs from that traditionally described in the agency literature. More studies in this area are encouraged.
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| 8. |
- Carlström, Eric, 1957, et al.
(author)
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Quasi-backsourcing in the Public Sector : The Challenge of Withdrawing from an Intertwined and Long-standing Relationship
- 2021
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In: International Journal of Public Administration. - : Taylor & Francis Group. - 0190-0692 .- 1532-4265. ; 46:4, s. 302-311
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Journal article (peer-reviewed)abstract
- The aim of this study is to map the process involved in terminating a long-standing business relationship in a public context. It employed an exploratory study to interview 35 politicians, senior- and middle managers, ambulance- and dispatch centre staff and representatives of a regional alliance of patients. Growing criticism from a county council towards a contractor ended in a decision to bring services back in-house. However, terminating the contract failed and instead a state of quasi-backsourcing emerged. Only parts of the services were taken back in-house, with few reported benefits. The study suggests that caution is needed in relation to backsourcing services from a closely intertwined contractor.
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| 9. |
- Corin, Linda, et al.
(author)
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Managers’ Turnover in the Public Sector : The Role of Psychosocial Working Conditions
- 2016
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In: International Journal of Public Administration. - : Informa UK Limited. - 0190-0692 .- 1532-4265. ; 39:10, s. 790-802
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Journal article (peer-reviewed)abstract
- An important challenge for public organizations is to attract and retain skilled managers. The present study explores how profiles of psychosocial working conditions, assessed by the combination of managerial-specific job demands and job resources, longitudinally predict managers’ turnover intentions and actual turnover in Swedish municipalities. Considerable effects of managers’ psychosocial working conditions on turnover intentions but not on actual turnover were found. Thus, poor working conditions may result in psychologically detached managers in public organizations, which may have considerable and costly effects on both the organizations and the managers, in terms of decreased commitment, performance, and impaired health.
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| 10. |
- Dahlberg, Stefan, 1975, et al.
(author)
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Losing happily? The mitigating effect of democracy and quality of government on the winner-loser gap in political support
- 2016
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In: International Journal of Public Administration. - : Informa UK Limited. - 0190-0692 .- 1532-4265. ; 39:9, s. 652-664
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Journal article (peer-reviewed)abstract
- Although a winner–loser gap in political support is present in most democracies, in some countries losers are more content than in others. Earlier research has demonstrated that formal institutional arrangements may affect the size of the gap. In this article, we argue that the quality and performance of institutions are more important than type of institutional arrangements when it comes to the size of the winner–loser gap. A well-functioning democracy on the input-side of the political system and high quality of government on the output-side significantly narrows the gap in support between electoral winners and losers in European democracies.
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