International Journal of Public Sector Management

Jill Hooks; Nitha Palakshappa

2009 International Journal of Public Sector Management

doi: 10.1108/09513550910961583

Purpose – The purpose of this paper is to use the New Zealand electricity industry as a case study to describe and understand the importance of collaborative relationships in coping with the changes faced by sectors of the industry over the last two decades. Design/methodology/approach – A multi‐method qualitative approach is used to investigate the nature of industry relationships. Data were collected through two‐phase in‐depth interviews with key electricity employees. Secondary documents and archival records were used to support participant contributions. Findings – The research finds that the majority of the collaborative relationships in the New Zealand electricity industry are “forced”. Nevertheless, and despite the preclusions of competition, relationships continue to support the strategic imperatives of firms and form an important component of firm‐level operation. Originality/value – The study provides an understanding of collaboration within a new contextual setting – the New Zealand electricity industry. To the best of one's knowledge, no other study has attempted to assess the importance of collaboration on these industry players. The qualitative analysis undertaken made it possible to discover insights that would not have emerged from more commonly used quantitative methodologies.

Mariannunziata Liguori; Mariafrancesca Sicilia; Ileana Steccolini

2009 International Journal of Public Sector Management

doi: 10.1108/09513550910961592

Purpose – The purpose of this paper is to contribute to the new public management (NPM) literature by investigating how politicians and managers perceive their relationships and respective roles during the accounting cycle and using multiple cases of Italian local government (LGs). Design/methodology/approach – Drawing on public administration and public management literature, the paper depicts models of interaction between managers and politicians through the analysis of the cases of five Departments in three Italian LGs. Findings – Results show that, in contrast with NPM claims, no model of neat separation between politicians and managers can be depicted in the analyzed cases. Rather, alternatively patterns of sequential or reciprocal integration emerge, together with some cases of “confusion”. Research limitations/implications – Further research is needed in order to investigate the factors that can explain the types of interactions and roles. Originality/value – The paper fills the gap in NPM literature that gives scant importance to the political dimension and its relationship with management in public organizations. It addresses the diversity in the perceptions of politicians and managers as to their roles and relationships.

Robin Drummond‐Hay; David Bamford

2009 International Journal of Public Sector Management

doi: 10.1108/09513550910961600

Purpose – The purpose of this paper is to present an empirical case study which was undertaken to examine planning and change management within a UK National Health Service (NHS) multi‐site hospital. Design/methodology/approach – A case study was undertaken within a UK‐based NHS hospital trust. Having reviewed the available literature, the research collated and analysed existing planning and change implementation within the hospital using multiple collection methods. This culminated in specific recommendations. Findings – It was established that the following were all factors of influence: articulating change in the NHS; preparing for the 18‐week patient pathway; choose and book: managing patient demand; and payment by results: financial accountability at all levels. These were all high profile issues requiring specific and immediate attention, if the proposed plans and changes were to be implemented according to the objectives set. Research limitations/implications – The case study methodology applied was appropriate, generating data to facilitate discussion and to draw specific conclusions. A perceived limitation is the single case approach; however, Remenyi et al. argue that this can be enough to add to the body of knowledge. Practical implications – From the research, a number of key influences were identified to have a significant impact on planning and managing change within the NHS. Specific recommendations are made. Originality/value – The core contribution of the research adds to the body of knowledge about planning and the management of organisational change within healthcare.

Pietro Previtali; Francesco Bof

2009 International Journal of Public Sector Management

doi: 10.1108/09513550910961619

Purpose – The purpose of this paper is to explore the level of e‐government adoption in small Italian municipalities, in coherence with the action plans suggested by the main National Institution on the subject. Design/methodology/approach – The following setting is used: of 8,101 Italian municipalities, the majority (72 per cent) represent small municipalities accounting for 10,590,728 inhabitants out of a total of 58,571,711 nationally. Adopting an empirical approach, a survey was conducted on 49 small municipalities, through a questionnaire and in‐depth interviews with political and managerial decision makers and IT officers. Findings – The survey suggests some technical reasons concerning a lack of infrastructure and IT services (e.g. back‐up, security, disaster recovery) and some managerial reasons related both to a lack of strategic vision of information needs and to an inadequacy of requested skills and competencies. Research limitations/implications – The research reported here is based only on a survey of 49 small municipalities located in a single area. The findings may lead to further research on a large sample of municipalities located in several geographic areas. Practical implications – The findings imply that small municipalities will have to redefine their programme priorities to respond to a new IT context. Originality/value – In spite of the efforts by both Government and the EU, the qualitative‐quantitative results show that the adoption of e‐government has not progressed in small Italian municipalities.

Yee‐Ching Lilian Chan

2009 International Journal of Public Sector Management

doi: 10.1108/09513550910961628

Purpose – The purpose of this paper is to exemplify the evolving applications of balanced scorecard and strategy map in the healthcare sector. This paper seeks to describe a number of innovative approaches adopted by healthcare organizations and health systems in their implementation of Kaplan and Norton's strategy map and balanced scorecard. Although strategy map and balanced scorecard are useful strategic management tools, policy makers and decision makers should be well‐informed about implementation issues and challenges of their adoption in healthcare organizations and health systems. Design/methodology/approach – The paper is based on a literature review of the applications of strategy map and balanced scorecard in healthcare organizations and health systems. Also publications of the Ministry of Health and Long‐Term Care and its agencies are examined to assess the strategic priorities and plans for Ontario's health system. Findings – From the literature review and case studies cited, an increasing use of strategy map and balanced scorecard was found in the healthcare sector. The implementation is both unique and innovative. Moreover, strategy map and balanced scorecard are effective communication and strategic management tools in aligning and integrating the strategic goals of various levels within the health system. Practical implications – The paper gives an account of the different implementation approaches of strategy map and balanced scorecard in the healthcare sector; thereby providing policy makers and decision makers with choices on how to implement the strategic management tool in their organizations. Originality/value – The literature review and case studies described here highlight the value and applications of strategy map and balanced scorecard in the healthcare sector.

Göran Svensson; Greg Wood

2009 International Journal of Public Sector Management

doi: 10.1108/09513550910961637

Purpose – The purpose of this paper is to examine the implementation, communication and benefits of codes of ethics in the public sector of Sweden. Design/methodology/approach – The research is based on a longitudinal approach. It examines the ethos of codes of ethics in the largest public sector organizations of Sweden in 2001‐2002 and 2005‐2006. Findings – Only a few of the largest public sector organizations in Sweden have indicated that they possess codes of ethics. This finding may be explained by the current judicial legislation that governs Swedish society. The public codes of ethics have been established both recently and, in part, years ago. Research limitations/implications – A suggestion for further research would be to examine the implementation, communication and perceived benefits of public sector codes of ethics in other countries. Another area of further research would be to replicate the reported surveys in the future to examine the existence of potential trends. Practical implications – When it comes to the perceived benefits of public sector codes of ethics there appears to be only minor acknowledgement of the code being used to resolve ethical problems in society. However, there is a strong conviction that the code of ethics positively influences the operations of public sector organizations. Originality/value – The paper examines the ethical implementation, communication and benefits put in place by private companies to embed codes of ethics into their organizations.