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- Andersen, Jon Aarum, 1944-
(author)
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Public Managers : Their behavior, their change potential and the behavior of women and men in public organizations
- 2012
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In: Uprava / Administration. - 1581-7555. ; 10:3, s. 25-38
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Journal article (peer-reviewed)abstract
- This survey article addresses three questions based on the assumption that significant differences exist between public and private organizations. If this assumption is correct managerial and leadership behavior will differ between public and private managers. Additionally, the propensity to change will also differ between public and private managers. Since a number of studies indicate that managers’ leadership behavior in public organizations differ from that of private managers, difference and similarities in leadership behavior between women and men in public organizations are examined. Three studies are presented here which show that public and private managers have different behavioral patterns of leadership. However, public managers turn out to be more change-oriented than business managers. In the public organizations investigated no differences in leadership behavior between women and men were found.
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| 2. |
- Cregård, Anna, 1971, et al.
(author)
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Crisis and organizational innovation: Icelandic local government responses
- 2012
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In: Uprava/Administration. - : Urednistvo Revije Uprava Fakulteta za Upravo. - 1581-7555. ; X:4, s. 35-49
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Journal article (peer-reviewed)abstract
- This article examines the relationship between radical change in an institutional context and organisational innovation. It is based on an exploratory case study of three Icelandic local governments conducted in autumn 2010 and summer 2011. While many crises, when scrutinised closely, appear to be more like threats of crisis, Iceland’s economic crisis is a genuine crisis with real and immediate effects. The three local governments studied responded to the crisis with actions that promote cooperation, reorganisation, acquiescence and involvement. The study demonstrates that most of these actions were reactive and somewhat non-innovative, though some were innovative – at least in this particular context.
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