Suchergebnisse

Students of public management often argue that imposing market-based logic on public sector organizations can undermine the altruistic motives of public employees. Focusing on the complex relationships between 'reinventing government' reforms, bureaucratic red tape, and public service motivation (PSM), we contend that the effects of reinvention reforms on PSM change as a function of the ability of reforms to cut bureaucratic red tape. A series of structural equation models reveal that the relationships between reinvention reforms, bureaucratic red tape, and PSM are much more complex than previously thought. Contrary to conjectures in the mainstream PSM literature, implementing market-like reforms in public organizations positively influences PSM, if one views the reform as minimizing red tape. Adapted from the source document.

Students of public management often argue that imposing market‐based logic on public sector organizations can undermine the altruistic motives of public employees. Focusing on the complex relationships between 'reinventing government' reforms, bureaucratic red tape, and public service motivation (PSM), we contend that the effects of reinvention reforms on PSM change as a function of the ability of reforms to cut bureaucratic red tape. A series of structural equation models reveal that the relationships between reinvention reforms, bureaucratic red tape, and PSM are much more complex than previously thought. Contrary to conjectures in the mainstream PSM literature, implementing market‐like reforms in public organizations positively influences PSM, if one views the reform as minimizing red tape.

Drawing on perspectives from several academic traditions, we argue that sustainability is best understood as intergenerational social equity. When viewed thusly, it is possible to determine what socially responsible organizations look like in practice. After reviewing historic claims and evidence of sustainability, we turn to modern applications of institutionally based sustainability. We then describe sustainability in the framework of an intergenerational social equity model, claiming that the legacies of social and cultural institutions are evidence of sustainability in action. We conclude with a discussion of what it means for an organization to be socially responsible given our understanding of sustainability.