Abstract Governments are seeking innovative ways to address complex policy issues in increasingly fragmented and fiscally constrained service contexts. Co‐governance is a relatively new mechanism for facilitating collective decision‐making between government and other stakeholders. Effective co‐governance can be difficult to establish and resource‐ and time‐intensive to implement. This article presents findings from a study that aimed to develop a model for implementing effective co‐governance—relevant to both government and non‐government stakeholders. First, we developed a conceptual model of the co‐governance process based on a review of the literature. We then tested it in three very different co‐governance arrangements in Australia. Cross‐case analysis identified the drivers and process of co‐governance, components within each stage of the process, and factors that enabled its implementation. The model of co‐governance developed has practical application by guiding the implementation and evaluation of co‐governance and serving as a platform for future research. Points for practitioners Co‐governance—government and community sharing decision‐making—is being used to respond to complex issues but is not well understood. We develop an evidence‐based model of co‐governance using three Australian case studies. The model describes when to consider co‐governance, such as addressing complex, long‐term issues, where there are fragmented responsibilities, and where there is low trust. The model sets out the process to establish, implement, and monitor co‐governance and the factors that support this process. The model can be used by government and community organisations to consider whether co‐governance is appropriate and, if so, how to implement it. The model can also be a platform for future research.

Abstract Despite co‐production's potential to address democratic deficits, the role of representation in co‐production and its impact on public perceptions remain largely under‐analysed empirically. Employing a vignette survey design, this study tests how representation in co‐production affects citizens’ intentions to get involved. Our findings show that when a co‐production programme features demographically representative participants, willingness to co‐produce increases, but the presence of minority leadership alone does not significantly affect citizens’ willingness to participate. These results present the impact of participatory parity, input legitimacy, and initiatives that resonate with a community's experiences on willingness to co‐produce; however, they also challenge the long‐held assumption that mere symbolic displays of diversity by figureheads are sufficient to drive citizen participation. Points for practitioners The study suggests that practitioners should prioritise inclusive and representative participant selection in a co‐production programme to improve perceptions of fairness and procedural justice. While symbolic display of diversity is often valued, it may not be sufficient to encourage citizen involvement in co‐production. Initiatives should actively promote minority interests and focus on achieving tangible policy outcomes to avoid superficial representation by figureheads. Findings suggest that policy‐makers could improve citizen participation by providing clear, accessible information that resonates with participants’ experiences, as individuals more attentive to co‐production details respond differently.

Abstract This research note presents preliminary findings from exploratory research examining how Australian public servants understand and use generative AI (GenAI) in government work. Drawing on 37 interviews across 22 agencies, we highlight the importance of a relational view of GenAI adoption, that is, the co‐creation of meanings that emerges from the relations between users, technologies, and organisational contexts. Based on our empirical work, we offer three propositions as an initial research agenda: GenAI's equivocal nature triggers fragmented sensemaking processes across agencies; GenAI's affordances become entangled with bureaucratic institutional norms that require negotiation; and GenAI adoption necessitates reconstituting public sector legitimacy. These findings challenge narratives of straightforward technological integration, demonstrating that GenAI adoption is a fundamental renegotiation of core public sector work aspects. Points for practitioners Generative Artificial Intelligence (GenAI) promises to deliver a number of positive impacts on productivity, and governments are under pressure to use these tools. However, there is a range of risks that these tools raise for how governments work. Public agencies are grappling with how to enable controlled experimentation with GenAI while maintaining accountability frameworks. GenAI adoption fundamentally involves relational processes that require moving beyond treating technology as a fixed entity to examine the evolving relations between users, technologies, and organisational contexts.

Abstract This paper investigates the influence of organisational culture, transformational leadership, and stakeholder engagement on the performance of public organisations and the effectiveness of public policy implementation in Banten Province, Indonesia. We examine examines these impacts within the complex socio‐cultural context of Indonesia, providing new insights into how local variables influence the effectiveness of implementation. Using data form 300 respondents in Indonesia, the study confirms a significant and positive impact, consistent with theoretical propositions, showing that a supportive organisational culture, effective transformational leadership, and comprehensive stakeholder engagement improve the performance of public organisations. This organisational performance has a significant and positive impact on the effectiveness of public policy implementation. The findings provide original insights into the synergistic effects of these variables in the context of a developing country, contributing to debates in existing public administration literature. Points for practitioners Building a strong and adaptive public organisation culture is essential. This study found that an organisational culture that emphasises transparency, accountability, and innovation has been proven to improve the performance of public institutions. The results of this study found that transformational leadership has a significant effect on organisational performance in the public sector. This serves as a guideline for practitioners to inspire and motivate their members to improve performance. This study also found that stakeholder engagement affects organisational performance in the public sector. This serves as a reference for practitioners (especially organisational leaders) on how to use dialogue forums, public consultations, and transparent participatory mechanisms to build support. The findings of this study emphasise that the better an organisation's performance in the public sector, the more effectively it will be able to drive policy implementation. Therefore, this study serves as a guide for practitioners to ensure that the application of organisational performance indicators aligns with organisational objectives.

Abstract The ongoing debate between New Public Management (NPM) and post‐New Public Management (post‐NPM) represents a central tension in contemporary public administration, yet its implications for personnel management remain insufficiently explored. NPM reforms, with their focus on efficiency, performance measurement, and market‐oriented mechanisms, have been criticised for fragmenting organisations and neglecting the human dimension of governance. In contrast, post‐NPM emphasises trust, collaboration, employee empowerment, and public value creation. This article critically analyses personnel management through the lens of post‐NPM, arguing that it redefines employee roles, reshapes motivation, and repositions human resources as a core element of governance capacity. Drawing on recent theoretical and empirical studies, the paper advances three key contributions: (1) it conceptualises four evolving dimensions of personnel management—employee roles, professional development, well‐being, and leadership—within post‐NPM frameworks; (2) it integrates insights from public service motivation, networked governance, and collaborative governance theories to illuminate attitudinal and institutional dynamics; and (3) it outlines practical strategies and future research directions addressing challenges such as digital transformation, work–life balance, and sustaining motivation in complex governance settings. Ultimately, the article calls for a shift beyond managerialism toward a more human‐centred, trust‐based, and sustainable model of personnel management in the public sector. Points for practitioners Transitioning from New Public Management to post‐NPM requires reorienting personnel management toward collaboration, trust, and employee empowerment rather than rigid managerial control. Evidence shows that participatory decision‐making and decentralised personnel structures enhance employee engagement, job satisfaction, and accountability in public organisations. Empowering employees and leveraging their professional expertise supports innovation and improves the responsiveness and quality of public service delivery. Integrating democratic values into personnel management practices strengthens institutional legitimacy and fosters a sustained commitment to public service among employees.

Abstract Public managers worldwide face a persistent dilemma: navigating rigid formal rules to achieve results. Hybrid governance literature often depicts a synergistic blend of hierarchy and networks. However, it seldom explores the dysfunctional, compensatory relationship between them. Drawing on an in‐depth qualitative study of the Indonesian civil aviation authority, this research develops the concept of ‘compensatory informality’: a governance mode where informal networks and practices become the primary mechanism not to complement but to actively bypass and compensate for the deficiencies of a malfunctioning formal bureaucracy. Findings reveal how practices such as personal messaging to circumvent official channels and ad hoc collaborative budgeting ensure operational continuity. However, this study argues that compensatory informality is a paradox: (1) while it enables the system to function day to day, (2) it simultaneously entrenches the formal system's flaws by alleviating the pressure for fundamental reform, (3) thereby creating long‐term risks for accountability and sustainability. The primary contribution is a novel concept that offers a critical refinement to hybrid governance theory. Furthermore, it provides a new, realistic lens for analysing the persistent struggles within public sector bureaucracies. Points for practitioners This study suggests that managers should view staff workarounds not just as ingenuity but as valuable diagnostic signals. Each informal shortcut that employees create pinpoints a specific bottleneck or flaw within the formal system, offering a clear target for procedural reform. The focus should shift from merely praising the patch to fixing the underlying process it was designed to circumvent. Our findings also highlight a key paradox: the most effective informal fixes often carry the greatest long‐term risks. While ad hoc collaborations solve immediate problems, they erode formal accountability and mask the urgency for systemic change. By making a dysfunctional formal system seem tolerable, these successful workarounds inadvertently reduce the pressure on leadership to undertake essential, though difficult, institutional reforms. A central lesson from this research is that celebrating informal ‘heroes’ can delay necessary improvement. The ultimate strategic goal for public leaders, therefore, is not to foster a culture of more effective workarounds, but to redesign the formal ‘rules of the game’ to be so robust and adaptive that such workarounds are no longer necessary for organisational survival.

Abstract The adoption of a blended workforce model, comprising both ongoing and non‐ongoing employees, has become increasingly common in public sector organisations. Despite known challenges, including high turnover and knowledge gaps, its impact on middle managers’ well‐being remains understudied. The study addresses this by exploring how the blended workforce model affects middle manager well‐being within the Australian Public Service (APS). Using qualitative interviews with 46 middle managers across five locations in Australia within one of the largest Departments in the APS, we reveal that adopting the blended workforce model created unintended consequences, including work intensification and stress among middle managers, adversely affecting both hedonic and eudaimonic dimensions of well‐being. Our findings provide insights for organisations adopting similar workforce models and contribute to understanding the well‐being impacts of public sector workforce reforms on middle managers. Points for practitioners Targeted support mechanisms for middle managers, including mentoring, HR support, training on managing diverse workforce compositions, and creating channels for feedback, should be developed. Comprehensive transition and integration strategies with clear role definitions and expectations for both ongoing and non‐ongoing employees should be created. Middle managers should be involved in planning and decision‐making in people‐related changes. The unintended consequences of blended workforce models, particularly impacts on middle manager well‐being, should be considered.

Abstract This paper examines the ‘regulatory dark matter’ (RDM) concept in the Australian regulatory environment, focusing on the influence of unofficial rules, soft law, and quasi‐regulatory mechanisms on policy outcomes and compliance behaviour. Employing a document analysis approach, the study examines real‐world examples, including the suspension of Best Practice Industry Conditions in Queensland government construction projects, systemic failures in aged care quasi‐regulation, and the impacts of Australian port privatisation reforms. Additionally, it highlights illustrative cases where quasi‐regulation has yielded positive outcomes, such as the National Heavy Vehicle Accreditation Scheme, the Australian Trusted Trader program, co‐regulation in food standards, and environmental certification programs. Through this analysis, we investigate how informal regulatory instruments shape industry conduct, market competition, and governance processes despite lacking formal legislative authority. The findings suggest that RDM constitutes a significant yet often opaque governance layer that enhances administrative flexibility but presents challenges relating to legitimacy and oversight. The paper concludes with recommendations to strengthen institutional mechanisms for monitoring and evaluating RDM, emphasising the need to balance adaptability with democratic accountability in complex regulatory landscapes. Points for practitioners Regulatory dark matter (RDM) significantly influences industry behaviour and market dynamics through informal, non‐legislated instruments embedded in governance frameworks. This influence necessitates increased transparency and oversight to balance flexibility with accountability. Quasi‐regulation can undermine and enhance policy outcomes; its effectiveness depends on clear incentives, stakeholder engagement, and strong enforcement mechanisms to prevent unintended economic and social consequences. Policymakers should create standardised frameworks for identifying, monitoring, and evaluating RDM to enhance democratic legitimacy and regulatory clarity across all levels of government. Practitioners note that quasi‐regulation, typically found within co‐regulation and self‐regulation systems, relies on non‐binding guidelines and voluntary codes to encourage compliance without requiring formal legislation. This mixed strategy combines statutory supervision with adaptable, industry‐focused standards, enhancing regulatory effectiveness while occasionally presenting challenges relating to transparency and accountability.