International Journal of Public Sector Management

Dimitra Papadimitriou

2007 International Journal of Public Sector Management

doi: 10.1108/09513550710823498

Purpose – The purpose of this study is to empirically identify a coherent set of effectiveness measures, which attempts to accommodate the interests and expectations of the most influential constituent groups directly participating in the operation of the Greek national sports organizations. Design/methodology/approach – The multiple constituency approach to effectiveness provides the theoretical basis for developing the multi‐dimensional measure of effectiveness. A survey design was employed to collect data from 423 respondents from the 20 largest Greek national sports organizations. Findings – The analysis of the results revealed an interpretable set of effectiveness measures consisting of five dimensions, namely calibre of the board and external liaisons, interest in athletes, internal procedures, long‐term planning and sports science support. The results clearly illuminate the effectiveness‐related expectations of the five constituent groups of the particular context and appear consistent with relevant literature deriving from different sectors. Originality/value – This study broadens both the meaning and the determinants of organizational effectiveness in an under‐researched organizational context, that of the non‐profit Greek national sports organizations. The findings reported extend understanding about how effectiveness can be conceptualized in the particular context based on the multiple‐constituency approach. Evidence is also provided that the particular set of measures has the potential to provide meaningful insights into the content of the interest groups' expectations, in the particular context.

Rui da Silva; Luciano Batista

2007 International Journal of Public Sector Management

doi: 10.1108/09513550710823506

Purpose – The objective of this paper is to point out the potentialities of customer relationship management (CRM) in the building of government reputation by raising key aspects of corporate reputation theory that can be strengthened by similar CRM strategic orientations and supported by the deployment of CRM solutions. Design/methodology/approach – From a public sector perspective, the authors develop a comparative approach to corporate reputation and CRM premises, concepts, and practices. They draw aspects from both theories that can enable the building and management of corporate reputation in the public sector with the support of CRM solutions. Findings – Challenging the popular criticism that most public agencies and departments are bureaucratic, slow, and incapable of taking immediate action, governments are striving to revert this negative image by adopting new business approaches and applying new information technologies to optimize their processes. In this context, CRM has a potential value to fulfil government needs to become more responsive to the public. Practical implications – The considerations raised in this paper provide relevant issues for future research aimed at studying CRM and reputation in the government context. Public managers may benefit from the practical aspects and cases provided in this paper. Originality/value – A theoretical link is developed between CRM and corporate reputation, bringing a new dimension to the matter. Many public managers are leading projects to adopt customer‐focused strategies without realizing they are also working on government reputation. An attempt is made to bring this awareness to the surface by linking some aspects of corporate reputation theory with CRM. Focusses on the public sector, which usually faces the problem of public cynicism.

Victoria Bellou

2007 International Journal of Public Sector Management

doi: 10.1108/09513550710823515

Purpose – This study aims to identify the organizational obligations that are mostly valued by employees and potential variations in perceptions regarding the ideal psychological contract, between employees working in the public and the private sectors. Design/methodology/approach – A total of 1,145 employees, with 398 being employed in the public sector, participated in the study. The study took place in Greece, where the public sector's particularities provide excellent ground for comparisons with the private sector. Overall, 40 organizational obligations, drawn from existing literature, were adopted to measure employees' view of the desired psychological contract. A comparison based on sectors was made to check for differences. Findings – Overall ranking of the organizational obligations, based on employee perceptions, is provided. Next, statistical analysis through t ‐tests exposed significant variation in seven organizational obligations. In all cases, variations could be attributed to organizational and structural differences between organizations operating within the Greek public and private sectors. Research limitations/implications – The Greek public sector particularities may limit this study's findings' generalization across all organizations operating within the public sector around the world. Besides, national culture may have also affected the results. Finally, the sample is a convenient one, as no relevant database was available. Practical implications – According to this study's findings, employees working in the public and private sector have different view of the desired psychological contract. Theoretically, such a finding provides support to previous researchers' suggestions about organizational factors' impact on psychological contract formation. Practically, it seems that effective human resource management necessitates taking organizational factors into serious consideration. Originality/value – This paper provides information of both theoretical and practical significance with regard to employment relationships.

Mitchell F. Rice

2007 International Journal of Public Sector Management

doi: 10.1108/09513550710823524

Purpose – The dramatic population growth of Hispanics and immigrants, combined with the issue of diversity, in the United States population raises several important questions about the future role of public administration and the delivery of culturally appropriate and culturally responsive public programs and public services in the post modern era of diversity. What is cultural competency in public programs and public service delivery? Can public agencies become culturally competent organizations? What is a cultural competency model for public administration and public service delivery? Aims to answer these questions that point to the need for a “new” kind of public servant and public service agency provider– one who possesses explicit cultural competency skills to work with racial/ethnic and cultural/linguistic groups in the delivery of public programs and public services. Design/methodology/approach – Utilizing a literature review approach, the paper examines the concept of culture in public administration and argues that “culture” and “competency” must be tied together thereby leading to a contemporary standard and operational framework for advancing cultural competency in public administration and public service delivery. The article argues that cultural competency can enhance public administration/public service delivery normative values by increasing an agency's ability to work efficiently, effectively, and equitably in the context of cultural differences. Findings – The paper concludes that there are five reasons for incorporating cultural competency into the study and practice of public administration/public service delivery and moving a public agency toward cultural competence. Practical implications – Embracing cultural competency in public service delivery recognizes the salience of understanding the cultural context in which any direct public service encounter occurs. Advancing cultural competency presents an opportunity to address the incomplete and often times inaccurate public services and public programs provided to minority populations. A focus on cultural competency increases the relevancy of a public agency's administration, services and programs to the groups that can best utilize them. Having knowledge, awareness, and skills in cultural competency, service delivery professionals are better prepared to do their jobs. Originality/value – This paper should be of value to both academics and practitioners as they grapple with diversity and immigration issues, public administration, public programs and public service delivery.

Anne Drumaux; Christophe Goethals

2007 International Journal of Public Sector Management

doi: 10.1108/09513550710823533

Purpose – The aim of this contribution is to propose a first overview of the strategic plans in the Belgian Federal Administration and to analyse the process of strategic planning itself. Design/methodology/approach – In the first part, the strategic plans are analysed in order to understand the intentions regarding various public policies. A content analysis will be provided in order to propose a typology or at least a comprehensive framework of the intentions. In the second part, the strategic process itself is investigated more into details on the basis of interviews of the presidents of the Federal Public Services. The contribution tries to formalise several behavioural hypotheses in accordance with a model of strategic action in a public context. Finally, the article concludes on the relation between intention and action. Findings – Three models characterize the management plans in Belgian federal administration: external polarization, internal polarization and balanced polarisation. Furthermore, the survey carried out confirms the existence of some effective behaviours of public top managers related to the nature of the public sector and to specific constraints. This result is fully coherent with behavioural assumptions formulated by a contextual model of strategic management. All these elements assess the possible divergence between the intentional strategy and the emergent strategies that would result from a more flexible behaviour. Research limitations/implications – This result is based on the strategic intentions and should be confronted with the later versions of the plans and even better with their achievements in order to distinguish intention and opportunity. Only this longitudinal study will allow final conclusions about the nature of the strategy really implemented in the federal administration to br drawn. Practical implications – The result of this research implies that “ideal” competences of public managers might differ from those requested for a private manager, especially regarding decision making (more incremental) and authority (more influential). Originality/value – This contribution allows an evaluation of strategic process in the public sector as it is formulated by real actors, rather than by a mythical decision maker.

David Try; Zoe Radnor

2007 International Journal of Public Sector Management

doi: 10.1108/09513550710823542

Purpose – This article aims to report on research undertaken to assess the utility of public value theory in understanding results‐based management from the perception of public sector executives in Canada. Design/methodology/approach – The research was carried out using a case study approach. Within the case study, the primary data source was 16 interviews with executives leading to the development of a framework integrating public value and results‐based management. Findings – The findings are presented through the elements of public value theory, as well as findings which fall outside of the explanatory powers of this theory. A framework integrating results‐based management and public value is presented. Research limitations/implications – The framework must be viewed as an initial study exploring an under‐researched field. The paper focuses on one case study although the interviews within the case study were extensive and it took an interpretative approach, allowing the findings to emerge. Originality/value – The article reports on empirical research that examined this issue from the perspective of executives. It will engage public value theory in developing an understanding of executive managers' perceptions, behaviours, and responses to changes introduced by results‐based management.

Simon Norton

2007 International Journal of Public Sector Management

doi: 10.1108/09513550710823551

Purpose – This paper aims to consider the suitability of Anglo‐American new public management (NPM) practices in the context of public sector reform in Japan. Design/methodology/approach – The paper examines the two principal alternative approaches that have been taken to public sector reform in the UK and the USA. These comprise in the case of the UK the setting of targets by politicians and the monitoring by quasi‐autonomous non‐governmental organisations of the extent to which these are delivered upon. This is in contrast to the USA, where reform has been founded upon “market‐oriented populism”. Reforms implemented by successive Japanese administrations since the end of the Second World War are considered and the extent to which these manifested a philosophical preference for either approach. Findings – The research finds that the Anglo‐American (occidental) versions of NPM may not be appropriate in the context of public sector reform in Japan. Attempts to achieve a decentralised and deregulated form of NPM, philosophically rooted in the 1945 Constitution as written by the post‐Second World War Occupying Power, the United States, and mimicked from its Anglo‐American contexts by Japan's political elite may, paradoxically, delay achievement of more culturally accommodating reform of the bureaucracy acceptable to all the country's principal democratic stakeholders. Practical implications – The need for Japan's public sector reformers to evolve a unique form of NPM which accommodates the cultural and historical traditions of the country instead of mimicking occidental approaches is identified. Specifically, the paper provides policy proposals as to how this alternative to the UK and US models may be developed. Originality/value – The paper suggests an alternative approach to public sector reform in Japan, which may be suitable for other countries looking to implement NPM but finding the USA and UK policies unsuitable in the context of their own traditions. Accordingly, the paper should be of value to public sector managers and policy makers generally who are looking to innovate upon traditional models of NPM.