Suchergebnisse

In the last few years, policymakers have underlined the need for new soft and hard skills about corporate social responsibility (CSR). The main debate about CSR education has been driven by the 2030 Agenda, which explicitly recognized Higher Education Institutions (HEIs) as having a pivotal role. In particular, many academics started to develop qualitative and quantitative studies to evaluate the integration of CSR contents in business schools' curricula. The paper aims to contribute to the existing debate through the analysis of the contribution provided by Italian HEIs to CSR Education. In particular, we adopted qualitative methods to evaluate the specific contribution provided by Economia Aziendale scholars.

AbstractResearch has demonstrated that certain drivers increase the probability of performance data use in local government. One performance driver that has received minimal attention is where the performance function is organizationally located, even though prior research has shown that the organizational placement of the performance function can potentially influence the design and use of performance measurement systems. Our study explores how the organizational placement of the performance function in local government influences key drivers of performance data use. We find evidence that performance functions located outside the budget office are more likely to promote the drivers of measurement system maturity, other management processes, and devolved decision‐making, which in turn increases the probability that local officials engage in performance data use. We also identify several research implications to advance the study and practice of performance management in local government and conclude with research limitations and suggestions for future research opportunities.

The performance paradigm of today, which is commonly referred to as performance management, includes the two distinct stages of developing performance measures and actually using them for service improvement. The good news is that the literature contains evidence that performance management does exist to some extent among local governments in the United States and in other countries; however, this same literature focuses primarily on larger local governments. We respond by presenting a comparative case study analysis between two municipalities from the United States and one municipality from Italy within the population range of 1,000 to 4,999. The findings of our research suggest that performance management can be found in smaller local governments when the necessary leadership and the higher-order measures of efficiency and effectiveness are in place. We conclude by discussing the implications of our findings for smaller local governments and by presenting possibilities for next steps regarding future performance management research.

The North Carolina Benchmarking Project has been in existence for approximately 20 years, functioning under the benchmarking category of comparison of performance statistics as benchmarks. This form of benchmarking, however, is diagnostic, requiring subsequent analytical steps before local officials can actually use comparative data for improving service delivery. This article presents lessons learned from the North Carolina Benchmarking Project to advance our understanding of why local governments participate in these types of benchmarking initiatives and how they review and make decisions regarding the comparative data. They include that local governments participate more for the purpose of greater internal accountability rather than performance management and that local governments use benchmarking data both for excellence and satisficing when responding to departmental rankings.