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Behavioral public strategy
In: Behavioural public policy: BPP, Band 7, Heft 2, S. 442-456
ISSN: 2398-0648
AbstractHow can we stimulate policymakers to make strategic decisions that enhance public service performance? Traditional strategy theories have not enabled us to answer this question. These theories focus on strategy processes or content in public organizations and networks and directly link these to public service performance. This article defines and elaborates on a conceptual framework that uses theory from behavioral science to unravel how policymakers can make strategic decisions that actually enhance the performance of public organizations and networks. This conceptual framework is labeled 'behavioral public strategy' and conceptualizes public strategy as a social process shaped by the individuals, teams and tools underlying it. Behavioral public strategy thus focuses on the micro-foundations of public strategy and how these micro-foundations influence strategic decisions. Moreover, behavioral public strategy links meso- and micro-levels by proposing a bathtub model where the relationship between public strategy and public service performance at the organizational and network levels is explained by the relationship between the micro-foundations of public strategy and the ensuing strategic decisions at the individual and team levels. This article connects three research streams that have been like 'ships that pass in the night', namely public strategy, behavioral public policy and behavioral public administration.
Successful Strategic Plan Implementation in Public Organizations: Connecting People, Process, and Plan (3Ps)
In: Public administration review: PAR, Band 81, Heft 4, S. 793-798
ISSN: 1540-6210
Abstract
Strategic planning (SP) remains the dominant approach to strategy formulation at all levels of government, and it is an enduring topic of public administration research and practice. Simultaneously, little is known about the conditions under which strategic plans are successfully implemented in government. This Viewpoint essay provides evidence‐based recommendations from SP initiatives in Flemish municipalities using multi‐informant and multisource survey data. It shows that successfully implementing strategic plans is influenced by the people, process, and plan (3Ps) underlying SP. Involving creators in SP helps make the SP process more informed. An informed SP process that includes constructive conflict helps induce high‐quality strategic plans. High‐quality strategic plans contribute to successful strategic plan implementation. Practitioners are encouraged to consider SP not as a one‐size‐fits‐all solution to strategy formulation, but as an approach in which variation in people, process, and plan influences implementation success.
Revisiting Public Management as a Design Science
In: Journal of public administration research and theory, Band 30, Heft 3, S. 524-526
ISSN: 1477-9803
Strategische planning en fusies in Vlaamse gemeenten: Een essay over Vlaamse ervaringen met New Public Management-hervormingen
In: Bestuurskunde, Band 29, Heft 1, S. 16-24
Unravelling the determinants of strategic planning effectiveness in public organizations
In: Bestuurskunde, Band 26, Heft 3, S. 67-68
Does strategic planning 'work' in public organizations? Insights from Flemish municipalities
In: Public money & management: integrating theory and practice in public management, Band 37, Heft 7, S. 527-530
ISSN: 1467-9302
Strategic planning in public organizations: reviewing 35 years of research
In: International public management journal, S. 1-26
ISSN: 1559-3169
No two-party game: how third-sector organizations alter administrative burden and improve social equity
In: Public management review, S. 1-22
ISSN: 1471-9045
Debate: The learning organization—a key construct linking strategic planning and strategic management
In: Public money & management: integrating theory and practice in public management, Band 40, Heft 4, S. 262-264
ISSN: 1467-9302
Strategic Management in Public Administration
In: Oxford Research Encyclopedia of Politics
"Strategic Management in Public Administration" published on by Oxford University Press.
Equal Access to the Top? Representative Bureaucracy and Politicians' Recruitment Preferences for Top Administrative Staff
In: Journal of public administration research and theory, Band 28, Heft 4, S. 535-550
ISSN: 1477-9803
New development: Determinants of financial performance in public organizations
In: Public money & management: integrating theory and practice in public management, Band 39, Heft 1, S. 70-73
ISSN: 1467-9302
Equal Access to the Top? Representative Bureaucracy and Politicians' Recruitment Preferences for Top Administrative Staff
In: Baekgaard , M & George , B 2018 , ' Equal Access to the Top? Representative Bureaucracy and Politicians' Recruitment Preferences for Top Administrative Staff ' , Journal of Public Administration Research and Theory , vol. 28 , no. 4 , pp. 535-550 . https://doi.org/10.1093/jopart/muy038
While a voluminous literature on representative bureaucracy and minority discrimination suggests that characteristics other than qualifications influence hiring decisions, little is known about whether this also pertains to the top positions in political-administrative organizations. To shed light on this question, we ask how candidate ethnicity, gender, and age affect the recruitment preferences among politicians regarding the candidates for top administrative positions. Our study uses a survey experiment with random assignment of 1,688 Flemish local politicians to one of eight different descriptions of applicants to the leading managerial position of their local authority. We find that ethnic minorities, women, and younger candidates are generally considered more qualified for the job. Moreover, the impact of ethnicity and gender on recruitment preferences is conditional on politicians' ideological predispositions: Left-wing politicians consider ethnic minority candidates more competent, whereas right-wing politicians consider them less representative and are less inclined to invite them for job interviews than candidates from the ethnic majority. Furthermore, politicians furthest to the left are more inclined than right-wing politicians to recognize women as representative of the public at large and support inviting them for job interviews.
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Strategic-Decision Quality in Public Organizations: An Information Processing Perspective
In: Administration & society, Band 50, Heft 1, S. 131-156
ISSN: 1552-3039
This study draws on information processing theory to investigate predictors of strategic-decision quality in public organizations. Information processing theory argues that (a) rational planning practices contribute to strategic-decision quality by injecting information into decision making and (b) decision makers contribute to strategic-decision quality by exchanging information during decision making. These assumptions are tested upon 55 Flemish pupil guidance centers. Rational planning practices are operationalized as strategic planning, performance measurement, and performance management. Information exchange by decision makers during decision making is operationalized as procedural justice of the decision-making process. Results suggest that procedural justice, strategic planning, and performance management contribute to strategic-decision quality while performance measurement does not.