Suchergebnisse

A capstone experience, as an exit degree requirement, allows Master of Public Administration (MPA) students to build quasi-experimental practices by applying learned knowledge and skills throughout their curriculum in the United States. Accredited MPA programs have implemented their capstone courses differently to achieve required standards. Small programs have faced more challenges in organizational capacities than big programs. Although no consensus on standard capstone course components has been made, this study intends to discuss feasible capstone formats for small programs by reviewing the relatively small accredited MPA programs. The majority of the comparable programs have adopted the professional paper model with different course structures. In response to the program reviews and the pilot experience, three components are suggested to redesign a capstone course for small programs: faculty-directed; group-based; and project-focused. The capstone pilot experience has confirmed that ownership by the involvement of many faculty and external inputs in designing the course is critical to implement successful capstone experiences for small programs.

Unlike the practices of contracting out and privatization, which reduce public sector involvement and responsibility in service provision, public entrepreneurial practices may be one of the best ways to improve government performance and meet citizens' demand efficiently and effectively. This study examines the relationships between organizational characteristics and public entrepreneurship in order to provide empirical support for entrepreneurial practices in state governments in the United States. The study found that most organizational characteristics influence the entrepreneurial behaviors defined as risk-taking, innovativeness, and proactiveness. The findings suggest that organizational structures and strategies in the public sector need to be adjusted to stimulate entrepreneurial activities and culture through opportunity-driven management.

AbstractDeveloping countries have commonly adopted financial management information systems developed by prominent international organizations or developed countries to modernize their fiscal functions. However, these systems face limitations in effectively meeting the specific needs of recipient countries and maintaining their built‐in functionalities. This field report aims to investigate the module based adoption of South Korea's Integrated Financial Management Information System as a customized strategy that aligns with the demands and capacities of recipient countries. The implications of this report provide practical pathways to integrate the push for modernization efforts of donor countries and the pull for localization goals of recipient countries, improving the effectiveness of financial management systems in developing countries and promoting self‐sufficiency and adaptability.

Performance of health care delivery at the cross-country level has not often been directly evaluated by given inputs and outputs. This study estimates the efficiency of the health care systems of 170 countries by extending recent research using Simar and Wilson's bootstrap data envelopment analysis with a sensitivity test. The 170 countries are divided into four groups to compute efficiency estimators necessary to attaining a homogeneity requirement. The major finding is that most countries were inefficient to maximize the use of their inputs at the given output level. Countries in the high-income group have a relatively high average efficiency, but only 16.7% of the countries performed efficiently in the management of their health care systems. Notably, Asian countries performed more efficiently among other regions in each group. This study suggests that inefficient countries should pay attention to benchmark health care best practices within their regional peer groups.