Change In Public Sector Research Articles

Politics matter: Public leadership and taking charge behavior in the public sector

Learning how to motivate employees to engage in proactive taking-charge behavior (TCB) has become an essential topic for building change capabilities into public organizations. However, despite limited research investigating triggers of TCB in the public sector, even less attention has been paid to leadership-related drivers. With a three-wave survey on a Chinese public employee sample, we test how public leaders can motivate TCB using accountability, rule-following, political loyalty, and network governance leadership approaches, and whether these employees’ organizational identification mediates this relationship. Results show that only employees under supervisors who practice rule-following and political loyalty leaderships will own greater identification with their organizations and will subsequently exhibit TCB——these two public leadership approaches work because they paint a realistic picture of China’s political context to public employees, boosting their organization identification, which then enhances their TCB. Such results enrich our understanding of public sector change management in authoritarian political conditions.

Striving for excellence: Study of readiness to organizational change in public sector

The restructuring of organizational structure, along with the improvement of workflow and business processes within the public sector organizations, is conducted to achieve effective and efficient governance. This research utilizes social exchange theory to examine the influence of internal communication satisfaction and perceived organizational support on employee’s readiness to change, mediated by employee engagement to support the renewal of organization in the public sector in Indonesia. The data analysis results from 387 respondents from the Tax Authority employees show that 7 hypotheses have a positive and significant influence, while 3 hypotheses are found to be not significant. The data were gathered via a survey method by sending online questionnaires to the respondents. Using the Lisrel 8.8 program, structural equation modeling (SEM) was used to test the hypotheses.

The role of dynamic capabilities on the effectiveness of organizational changes in public sector

PurposeGovernments worldwide have used administrative reforms to align public organizations with the needs of their key stakeholders. However, despite successfully implementing them, they do not consistently achieve the desired organizational performance. This paper aims to explore the relationship between the implementation of administrative reforms and the performance of public organizations from a comprehensive perspective. For this purpose, the authors analyze the mediation role of three crucial dynamic capabilities.Design/methodology/approachThis research used a survey-based methodology. Structural equation modeling (SEM) was used to analyze the data obtained from a sample of public officials and managers working in public organizations in the State of Ceará (Brazil).FindingsThe results of this study suggest that dynamic capabilities can have a decisive role in implementing government policy proposals and helping public organizations align their outcomes with stakeholders' needs. In addition, they indicate the existence of two levels of capabilities and identify a road map for their implementation.Practical implicationsFrom a practical point of view, by identifying these capabilities and their interrelationship, this study provides a roadmap to reduce the complexity of their use and help managers of public organizations deliver desired outcomes relating to the quality of individual and collective stakeholders.Originality/valueThis study makes important contributions to the literature, enabling scholars and practitioners to see the result of government policy proposals beyond the efficient use of public resources. It shows the role of dynamic capabilities as mediation instruments for changing public organizations, which can be used in administrative reform implementations and continuous improvement processes. Finally, it provides empirical research on the interaction between the three dynamic capabilities in the context of public organizations, differentiating these capabilities into two levels, which provides a road map for their implementation and development by public managers.

The Effectiveness of Persuasive Communication in Change Management: A Human Resource Management Perspective

The contemporary organizational landscape is characterized by constant change, necessitating effective change management strategies to navigate through uncertainties and sustain success. Persuasive communication emerges as a crucial tool within this context, enabling stakeholders to overcome resistance and mobilize support for organizational transformations. Studies within human resource management (HRM) underscore the pivotal role of persuasive communication in driving change, emphasizing its ability to sway opinions, inspire action, and cultivate shared visions among stakeholders. Key themes include the importance of timing, employee profiles, two-way communication, and message strategies in enhancing change satisfaction and managing public sector change. Persuasive communication goes beyond information dissemination, aiming to create resonance and foster buy-in among diverse audiences by leveraging emotional appeal and crafting compelling narratives. It requires a nuanced understanding of human psychology, communication dynamics, and organizational culture, along with strategic alignment with broader organizational goals and values. In the digital age, where communication is increasingly mediated by digital technologies and social media platforms, HRM professionals must leverage the latest tools and techniques to amplify their persuasive efforts and drive meaningful change amidst information overload and fragmented attention spans. Ultimately, persuasive communication serves as a linchpin for connecting organizational aspirations with individual perspectives, fostering alignment and synergy that propel change initiatives forward.

How Can Scholars Help to Embed Institutions of Public-Sector Change? (Or Things I Wish I’d Known When I Was a Grad Student)

AbstractWhat is the purpose of the applied study of government? In this essay, I lay out one response—that scholars of this topic should help in the job of what I characterize as embedding institutions of public-sector change. Public institutions offer the key means to direct governance, but at the same time also risk becoming sclerotic, failing to adapt to public concerns. How can academics help resolve this duality, matching public values to contemporary challenges? First, we as scholars can play a role in purposeful problem framing. Second, we can study and document related behavior and empirical outcomes. Finally, we can design solutions. I illustrate these processes with examples from my own research, discussing performance management, administrative burdens, and public personnel systems.

Reinventing Hollands Kroon: Dynamics of Strategic Change and Legitimacy in Public Sector

Managers of public organizations face cutting-edge technological opportunities and management practices that may enable their organizations to provide substantially higher value to citizens. However, in the absence of financial incentives and strong institutional pressures to sustain status quo attempts for strategic change are likely to face legitimacy challenges and fail. Using a multi-year qualitative study, we show how a Dutch municipality managed to undertake a major strategic change initiative while navigating legitimacy issues that emerged in relation with internal and external stakeholders. Taking a ‘legitimacy-as-process’ - perspective we offer a temporal model that explains how strategic change can endogenously happen in a public sector organization. We describe how evolving combinations of strategy, identity and institutional work where used by senior managers to kick-start, execute and preserve the change by securing legitimacy in relation with different audiences across time. We complement the strategic change research that is often focused on for profit private organizations by incorporating the unique challenges of change in public sector organizations and propose a multi-stage process model for navigating legitimacy issues during strategic change. Rather than taking an incremental approach towards change to minimize tensions, we suggest how a multi-stage, non-linear approach may be applied that 1) initially focuses on creating acceptance for a new philosophy among local stakeholders, hence creating receptiveness towards a major change, 2) then it moves to implementation of distinctive strategic initiatives based on liminal legitimacy risking issues and backlash, and 3) curbing the scope of the change initiative to satisfy the broader institutional audience while maximally using the space that is created in the previous steps.

The effect of changes in public sector bargaining laws on teacher union membership

AbstractThis study uses a simple model of demand for and supply of union services to analyse the effect of public sector bargaining laws on teacher unionization. Relying on a nationally representative dataset covering 2001–2018, I exploit natural experiments that occurred in several US states to identify the effect of legal and institutional changes weakening collective bargaining rights of teachers on their union membership rate. Based on both difference‐in‐difference estimation and synthetic control method, I find that the new legislation significantly reduces teachers’ union membership and that the impact of the anti‐union bills on unionization evolves, growing in magnitude, over time. I also find that the magnitudes of the impacts are greater for female, younger and minority teachers.

Multifaceted and even contradictory? Impulses to push efficiency and innovativeness and the dynamic role of ambiguity in context of a German university

Organizations have to find ideal combinations of efficient and innovative practices to manage the dynamic in changing contexts. However, we know less so far about managing the occurring dynamics of exploration–exploitation change and how they can be influenced. This study develops a novel dynamic and multi-level view on organizational ambidexterity (OA; i.e. the capacity to explore and exploit simultaneously). This view builds upon a processual constructivist perspective and the context of strategic change in a German Multi-campus university. In a longitudinal in-depth case study, organizational dynamics are investigated at multiple levels and sites. The results show that diverse—and somehow contradictory—impulses are operating on multiple levels and these are interpreted in different ways, leading to several organizational responses. The findings reveal the role of ambiguity, expressed along the categories of “identity conflicts”, “role confusion” and “sensegiving void”, in processing these impulses on multiple levels. This research contributes to the emerging discourse on dynamic ambidexterity by providing implications for managers seeking to manage the dynamics of ambidexterity change in public service sector.

Membangun Kembali Social Capital Dalam Rangka Reformasi Administrasi di Indonesia

Social capital is the public goods created by the community and owned by the community as well, not by individuals or government, nor by groups who have abundant resources. Social capital is formed by itself in a relatively long period of time, as well as the formation of value systems or culture in general. Therefore, when social capital has been formed, it will be hard to break away (unlike financial capital). By applying high ethical standards in public service, the social capital which is slowly fading will bounce back by itself. But it's certainly not easy. It takes commitment and integrity of government administrators to actually apply these ethical standards with a consistent and adequate legal system to provide a deterrent effect for those who break them. Economic emphasis on public sector change puts a high value on what is regarded as something that can not be avoided, namely the good of private models in managing the organization, described as a "more productive", which are different approaches to public services commonly referred to as bureaucratic.

Membangun Kembali Social Capital Dalam Rangka Reformasi Administrasi di Indonesia

Social capital is the public goods created by the community and owned by the community as well, not by individuals or government, nor by groups who have abundant resources. Social capital is formed by itself in a relatively long period of time, as well as the formation of value systems or culture in general. Therefore, when social capital has been formed, it will be hard to break away (unlike financial capital). By applying high ethical standards in public service, the social capital which is slowly fading will bounce back by itself. But it's certainly not easy. It takes commitment and integrity of government administrators to actually apply these ethical standards with a consistent and adequate legal system to provide a deterrent effect for those who break them. Economic emphasis on public sector change puts a high value on what is regarded as something that can not be avoided, namely the good of private models in managing the organization, described as a "more productive", which are different approaches to public services commonly referred to as bureaucratic.

An evaluation of the productivity change in public transport sector using DEA-based model

This study aims to build a framework for measuring the productivity in the public transport sector through a data envelopment analysis (DEA) technique. This paper extends the Malmquist productivity index (MP1) and Luenberger productivity indicator (I.P1) evaluation with the concept of an input-oriented new slack model (NSM). NSM model measures the efficiency with the effect of slacks and satisfies unit invariance, radial and translation invariance properties. In particular, the purpose of the proposed extension is to obtain the overall productivity change in terms of technical change (Frontier Shift) and technical efficiency change (Catch-up Effect) for Rajasthan State Road Transport Corporation (RSRTC) bus depots from 2008 to 2019. For this purpose, the number of buses, number of employers, fuel consumption and route distance arc are considered input variables, while passenger-kilometres occupied and vehicle utilisation are output variables. Finally, the result demonstrates that the average total factor productivity (TFP) growth of 46 depots using MPI and LPI over the study period is 1.956% and 1.409%, respectively. This study enables policy-maker and managers to evaluate the input to reach consistent output up to an optimum level and understand the process of improving the productivity level for the bus depots.

Особливості управління змінами у приватному та державному секторах

The issue of the efficiency of the functioning of any organization depends on the pace of development and stability of its activities. One of the main influence levers on increasing functionality efficiency of an economic entity is the process of change management. This study aims to present the general conceptual basis and show the specifics of public sector change management in relation to private sector change management. The article observes the specifics and tendencies of change management in private sector and the possibility of its adaptation for the State authorities. A critical review of the main theories and approaches to change management is carried out as an important step towards effective public sector reformation through the prism of the private sector. The external and internal reasons and motives for changes in the authorities are distinguished. It is determined that the visualization of each stage and evaluation of the results is a necessary factor. This will not only strengthen the impression that the proposed changes are realistic to be implemented, but will also become a substantiation of some of the costs for implementing the reforms. Changes, on the one hand, complicate the functioning of the authority, on the other hand determine its survival, further development and formation of a successful strategy. The implementation of changes must be a well-thought-out and comprehensively grounded process. That is why there is a need for deeper empirical studies of the process of changes. In particular, research should provide detailed information on change measures, as well as the roles and behaviors of those involved in change processes.

Особенности цифровизации в строительной отрасли как важный фактор ее устойчивого развития

This article determines that in the context of global digitalization, the competitiveness and sustainable development of companies depend on the speed of mastering new technologies. Assessment of the current level of the construction industry indicates its lag behind other industries. The aim of the study is to analyze the current level of digitalization of construction companies and summarize the constraining factors. The importance of continuous digitization of production and logistics, networking of autonomous smart objects or the use of self-learning systems in order to increase flexibility and optimize processes is emphasized. The main benefit of implementing digital business models is reducing the time it takes to make decisions, implement a project, and bring products to market. The factors holding back digital processes at the construction site are highlighted: a high proportion of manual production, over-regulation, dependence on the public sector and cyclical changes, the scale of the company. New technologies resulting from the fourth industrial revolution promise more efficient processes, greater time and cost savings, greater productivity and quality. The construction industry must catch up with other industries, because it also has to face the challenges of globalization, urbanization, climate change, resource scarcity, demographic change and other events that disrupt its sustainable development. Construction Site 4.0 promises improvements, but the fourth industrial revolution on the construction site is just beginning.

Shifting identities in the public sector: portraying the “new” public manager in the Italian setting

PurposeThis paper aims to understand how training programs fostering discourses centred on individuals’ identity construction may turn resistance into a generative and enabling force to elicit more relationally and negotiated solutions of change.Design/methodology/approachThe study used Foucault’s conceptualisation of “regimes of truth” to show how even potentially resistant public managers may generatively contribute to change processes if given the chance to restate the macro discourses of the hegemonic new public management movement at their own micro level. It relied upon an ethnographic approach based on verbal interviews, photo-elicitation, DiSC behavioural tests and observation of 29 Italian public managers participating in a training course.FindingsThe findings allow us to unveil how helping public managers to think about their self-identity in new ways enabled them to approach changing processes differently turning their resistance efforts into a generative force.Originality/valueThe paper offers a noteworthy contribution to the literature on public sector change by examining neglected issues relating to the identity of change agents and the implications of their multiple roles. It presents an alternative to the deterministic view of resistance as impeding or dysfunctionally shaping change under the new public management approach. This has important implications for both practice and policymaking.

Public service motivation and proactive behavioral responses to change: A three-way interaction

I applied person–organization fit theory to examine the conditional effect of public service motivation on turnover intention and responsible behavior, as two types of change-related proactive behavioral responses. Respondents were 462 public sector employees. The results show there was an association between public service motivation, and turnover intention and responsible behavior, but affective commitment to change did not moderate these relationships. However, employment relationship and affective commitment to change had a joint negative moderating effect in the public service motivation–turnover intention relationship, such that temporary (vs. permanent) public sector employees with low affective commitment to change and low public service motivation were more likely to have high turnover intention during public sector reform. My results provide a theoretical and practical reference for the selection of public sector employees with characteristics that will ensure public sector change success.

Implementation of Accrual Base Accounting to Improve Accountability: A Case of Gambia

Public sector changes in Gambia started within the 1980s with the essential objective of moving forward the adequacy, effectiveness, and straightforwardness of governmental operational and financial administration. This paper was executed by adopting qualitative research method to obtain it findings. This paper points to look at the opportunities and accountability by the Gambian public sector in executing accrual-based accounting. A survey of past writing in this range appeared that accrual-based accounting improves decision-making processes, advances way better financial administration, and enhances public accountability. Be that as it may, the move handle between these two accounting strategies isn't without challenges. Human resources competency, software and technology capability, accounting policies, and measures appropriateness are recognized as major challenges within the usage effort. These challenges should be taken into thought carefully by the government in order to guarantee effective movement towards accrual-based accounting.

The Relationship Between Public Service Motivation and Affective Commitment in the Public Sector Change: A Moderated Mediation Model.

How can public organizations promote change recipients’ affective commitment to public sector change? Based on socially desirable responding theory, this study explores the theoretical mechanism and boundary effect of the relationship between public service motivation and affective commitment to change. By conducting a survey of 465 front-line public employees in an eastern Chinese city undergoing public sector change, this study found that voice behavior partially mediates the relationship between public service motivation and affective commitment to change. Superficial harmony also negatively moderates the relationship between public service motivation and affective commitment to change through the mediation of voice behavior. This study mainly contributes to our understanding of the theoretical mechanism and the conditional effect of change recipients’ affective commitment during public sector change.

Changes in the Recording of Cash-Based Accounting Methods to Accrual Base

This study aims to determine changes in public sector accounting from cash basis to accrual basis and which one is better than the two bases. This study uses a qualitative method through literature study that combines a number of reliable data sources such as journals, books, articles, legislation, research results and those relevant to the problem being studied, where 12 of the 42 articles were selected and published between the 2013-2018 period. . The change in cash basis reform towards accruals consists of 3 phases, namely the pre-autonomy era, the transition era and the post-regional autonomy era. Of the two bases, the accrual basis is better because the accrual basis produces more transparent accounting reports for the sake of realizing good governance.

The unsustainable political economy of investor–state dispute settlement mechanisms1

Investor–state dispute settlement mechanisms were intended to protect companies from the Global North against expropriation by Global South countries. Since 2000, investor–state dispute settlement mechanisms have increasingly been used against Northern countries to obtain compensation for and constrain policy decisions around nationalisation and remunicipalisation, as well as around the environmental or social regulation of service provision that threatens commercial interests. Social movements and governments alike resisted investor–state dispute settlement mechanisms, and despite the power wielded by multinational companies, the global trend is now to exclude investor–state dispute settlement mechanisms from new investment treaties. The purpose of this article is to provide a political-economy analysis of the processes of supporting and contesting the role of investor–state dispute settlement mechanisms in international treaties, processes that include activity at national, sub-national and international levels. The ensuing conflicts are analysed in terms of post-colonial contradictions over sovereignty under globalisation, continued contestation over the role of the public sector and climate change policies.Points for practitionersThe probability of investor success with investor–state dispute settlement mechanism claims should not be overestimated, and investor assessments of the basis and prospects for such cases should be subject to critical scrutiny. Governments should be aware of widespread popular antagonism towards investor–state dispute settlement mechanisms and global trends to remove such clauses from agreements. They should also review all bilateral investment treaties, free trade agreements and the Energy Charter Treaty that the country has ratified to assess the potential relative advantages of retention or leaving.

VIEŠOJO VALDYMO EVOLIUCIJA XXI AMŽIUJE: PRIEŽASTYS, STRUKTŪRA, POVEIKIS

Over the period of two decades of public governance evolution, the public sector researchers focused on the main elements of new public management evolution to new public governance as modern stage of public administration theory and administrative practice. The methodology of public governance consists of various ideas, paradigms, analytical methods, models and constructs. Such collection represents the logic of public governance problem research in the modern public sector changes, reforms, modernization at the beginning of twenty first century. This study on the basis of meta-analysis, theoretic modelling, classification, interpretative method has the task to explore the main reasons, structures and impacts of public governance evolution to the development of public policy decision making, intersectional integration, creation of hybrid form of organization networks, quality of socially oriented governance and implementation of more effective strategic planning role modelling the new constructions of performance management in public sector. KEY WORDS: public governance, evolution of governance, modernization of governance, changes, decomposition of evolution. DOI: http://dx.doi.org/10.15181/tbb.v67i2.843