Suchergebnisse

With the growing significance of public services in developed countries, there is an increased interest in the role of service innovation in governments. While most studies provide empirical analysis on how innovation serves as a promising means of improving public services, little attention has been paid to recognizing which assets and dynamic capabilities are at the heart of service innovation and how successful examples can be identified or classified. The view on this subject remains fragmented, reflecting the need to explore how institutional incentives affect public service innovation. Therefore, the focus of this study is to theorize the concept of service innovation in the public sector to achieve a consensus regarding what types of competitive strategy are the main components of innovation-based public services and to what extent their emergence can be set in motion by institutional design or policy interventions. Based on applications of the public service innovation awards launched by the central government in Taiwan, this paper illustrates the trajectory of innovation through the different approaches of public management. The methods of data collection and analyses of the award-winning agencies are outlined, followed by cluster analysis. The results of the analyses and findings are discussed, and finally, implications for theory and practice are provided.

Municipal reinvention has been widely employed to improve government efficiency in many US municipalities; however, most of the efforts fail to test its efficiency. This study identifies which strategies of municipal reinvention have improved municipal performance by reducing the price of municipal governance. The data sources employed by this research are 1. 1997 ICMA Reinvention Government: Implementation at the Local Level; 2. the Census Bureau; and 3. the Office of Management and Budgeting, USA. By the zero-truncated negative binomial model, the findings do not support the contention that municipal reinvention decreases the price of municipal governance between mayor-council and council-manager cities. However, local conditions have a significant effect on the cost of the two forms of governments.

Part 2: Services and Interoperability ; International audience ; The role of trust is a significant element in the digital channel. While most studies have examined how the idea of trust has affected users' behaviors and developed integrative models of e-government, little attention has been paid to its critical role as a factor affecting citizens' preference toward certain service channels. There is no systematic investigation to compare different types of channel choices by differentiating between primary public service deliveries such as government information, application and transaction, and e-participation. Therefore, the purpose of this study is to explore how to perceive the role of trust as a possible determinant of service choice, in terms of different types of government services. Using survey data collected in Taiwan 2011, this study utilized a multinominal logistic analysis to examine the proposed models. The findings suggest that the different types of channel choices can be influenced by certain critical elements such as, political trust, trust in the Internet, and risk concern.

Municipal reinvention has been widely employed to improve government efficiency in many US municipalities; however, most of the efforts fail to test its efficiency. This study identifies which strategies of municipal reinvention have improved municipal performance, by reducing the price of municipal governance. The data sources employed by this research are 1) 1997 ICMA Reinvention Government: Implementation at the Local Level; 2) the Census Bureau; and 3) the Office of Management and Budgeting, US. By the zero-truncated negative binomial model, the findings do not support the contention that municipal reinvention decreases the price of municipal governance between mayor-council and council-manager cities. However, local conditions have a significant effect on the cost of the two forms of governments. Adapted from the source document.

Emotional labor has become an important topic in the study of organizational behavior, but no research has examined how it is affected in individuals' motivational bases. Public administration scholars have started to study this concept, but empirical studies are still in their infancy. Focusing on a particular type of motivational base—public service motivation (PSM), this article assesses how PSM and its three dimensions (attraction to policy making, commitment to public interest, and compassion) affect two common emotional labor activities (surface acting and deep acting). Using data from a survey of certified public management students, the results show that PSM is negatively associated with surface acting and positively associated with deep acting. Among the PSM dimensions, attraction to policy making is positively associated with surface acting; compassion is negatively associated with surface acting and positively associated with deep acting; and commitment to public interest is not associated with surface acting or deep acting.

The purpose of this study was to discover how performance management strategies foster cooperative behavior as a means of producing better outcomes. Using multiple data from the 2010 Federal Human Capital Survey provided by the U.S. Office of Personnel Management via its FedScope data portal and Federal Human Resource Data, we tested hypotheses that considered both individual- and agency-level factors in individual cooperative behaviors. This study highlights how performance management strategies promote employee cooperation such that the management practice is taken for granted; however, there is no research that examines the relationship between them. This investigation confirms several performance practices existing between and within the federal agencies. Managers can learn from the evidence provided and apply these strategies to induce cooperative behaviors that help to achieve organizational goals and improve organizational performance. The results reveal that performance management strategies display positive and nonlinear relationships with employee cooperation.