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The relation between leadership, the context in which it takes place and the adoption of organizational innovations associated with New Public Management (NPM) is explored in an empirical analysis of Danish local government. Two different strategies for conceptualizing NPM are contrasted: (1) treating NPM as one phenomenon; and (2) acknowledging important differences between organizational innovations associated with NPM. Management's preferences and perceptions of work relations, role in change processes, daily work priorities and rejection of traditional bureaucratic roles as well as the electorate's ability to formulate clear goals are found to be significantly related to the adoption of NPM innovations. Organizational size is found to be the most important contextual antecedent for the adoption of NPM innovations. Distinctions between marketization-type NPM innovations and generic managerial-type NPM innovations and the timing of their introduction are made, unveiling significant differences between the antecedents of different types of NPM innovations. Adapted from the source document.

AbstractThis article analyzes the associations between leadership, the implementation of information and communication technology (ICT) innovations, and performance. After reviewing theories and empirical evidence from the literature on leading change, ICT innovations, and performance, the authors elaborate hypotheses and test them in an analysis of the implementation of an ICT innovation in a Danish multisite hospital. In a quasi‐experimental research design using panel data, survey responses from more than 2,000 employees before and after the implementation were generated, in addition to qualitative interviews with change agents. Findings indicate how differences in leadership during the ICT implementation process have an important impact on performance after the implementation. Mobilization of initial support, directive leadership through information and technical assistance, participative leadership through employee involvement, and locally adapted implementation processes are important leadership factors associated with performance. The article concludes by discussing broader perspectives of the study and implications for practice, theory, and future research.

There has been an increasing focus on managerial external networking behaviour within public administration. While most previous quantitative research has analysed such behaviour one-dimensionally, we suggest a two-dimensional conceptualization based on the concepts of weak and strong ties. Utilizing measures resembling previous research, we explore the utility of the approach in an exploratory study of Danish local government. Our findings suggest that the two dimensions of external networking behaviour are distinct. We discuss our approach compared to previous approaches and argue that a conceptualization based on the distinction between strong and weak ties provides a promising framework for future research.

Intro -- Preface -- Contents -- Notes on Contributors -- List of Figures -- List of Tables -- Part I Questions, Theory and Methods -- Chapter 1 Introduction: Comparing Contemporary Marketization in the Light of the Past -- Revisiting Marketization in the Public Sector -- First Impressions, Second Thoughts -- A Comparative Approach -- Country Context: The UK and Scandinavia -- Service Context: Local Parks and Road Services as Two Spearhead Services -- Data Materials -- Content and Outline -- Part I -- Part II -- Part III -- Conclusions -- References -- Chapter 2 Organizing Marketization -- Introduction -- Marketization and Privatization -- Marketization and Economic Theory -- Public Choice Theory and Marketization -- The Principal-Agent Model and Marketization -- The New Institutional Economics, Transaction Costs and Marketization -- Exit, Voice and Loyalty and Marketization -- Contestable Markets and Marketization -- Typology of Goods and Marketization -- Summing up Economic Theory and Marketization -- Sociological and Historical Institutionalism: Diffusion and Path Dependencies -- Sociological Institutionalism: Institutionalized Cognitive Frames Enhancing and Inhibiting Diffusion -- Historical Institutionalism: The Importance of Path Dependencies -- Institutional Theory and Marketization in Public Management Reforms -- Organizing Marketization and Beyond -- Synthesizing Eight Models of Organizing Marketization -- New Public Management and Its Alternatives -- Conclusion -- References -- Chapter 3 Research Design, Materials and Methods -- Introduction -- A Comparative Research Strategy -- The INOPS Survey -- Characteristics of Primary Respondents -- Representativeness -- Secondary Data Sources -- Methodological Discussions -- Measurement Equivalence -- Method Biases -- Case-Studies -- Final Remarks on Methods -- References.

Kommunernes politisk-administrative ledelse har fået et stadigt mere komplekst og voksende ansvarsområde igennem de seneste årtier. Her analyseres samspillet mellem borgmesteren og kommunaldirektøren. Mens der i 90'erne og 00'erne var en del forskning i borgmester- og kommunaldirektørrollen, har der været få analyser af samspillet efter kommunalreformen. Artiklen bidrager således med ny viden om ledelse på et område af stigende betydning i det danske samfund. Ud fra et review af litteraturen om samspillet mellem politik og administration anvendes en tilpasset version af Svaras heuristiske model (1990), Mouritzen og Svaras typologi (2002) og en sondring mellem 17 opgaveområder til at analysere samspillet. Vi finder såvel opdelte som overlappende opgaveområder samt enkelte opgaveområder med et særligt konfliktpotentiale i samspillet. Der er nogle klare generelle tendenser i arbejdsdelingen, men også store forskelle mellem kommunerne. Analysens implikationer for praksis og fremtidig forskning diskuteres.

AbstractAutomated, administrative decision‐making (AADM) is a key component in digital government reforms. It represents an aspiration for a better and more efficient administration but also presents challenges to values of public administration. We systematically review the emerging literature on use of AADM from the perspective of good governance. Recognizing the inherent tensions of values of public administration, the broad review identifies key synergies, trade‐offs, and limits of AADM and good governance associated with nine values: Accountability, efficiency, equality, fairness, resilience, responsiveness, right‐to‐privacy, rule‐of‐law, and transparency. While synergies represent "low‐hanging fruits", trade‐offs and limits are "hard cases" representing challenges to good governance. Taking the specific decision‐making context into account, practitioners and scholars should attempt to nurture the "fruits" and lessen the tensions of the "hard‐cases" thereby increasing the desirable societal outcomes of use of AADM.