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overflow: hidden; text-overflow: ellipsis; -webkit-line-clamp: 3; -webkit-box-orient: vertical; }</style><div class="col-xs-12 clearfix"><div class="u-floatLeft"><h1 class="PageHeader-title u-m0x u-fs30">Public Management</h1><div class="u-tcGrayDark">96,595 Followers</div><div class="u-tcGrayDark u-mt2x">Recent papers in <b>Public Management</b></div></div></div></div></div></div><div class="TabbedNavigation"><div class="container"><div class="row"><div class="col-xs-12 clearfix"><ul class="nav u-m0x u-p0x list-inline u-displayFlex"><li class="active"><a href="https://www.academia.edu/Documents/in/Public_Management">Top Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Public_Management/MostCited">Most Cited Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Public_Management/MostDownloaded">Most Downloaded Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Public_Management/MostRecent">Newest Papers</a></li><li><a class="" href="https://www.academia.edu/People/Public_Management">People</a></li></ul></div><style type="text/css">ul.nav{flex-direction:row}@media(max-width: 567px){ul.nav{flex-direction:column}.TabbedNavigation li{max-width:100%}.TabbedNavigation li.active{background-color:var(--background-grey, #dddde2)}.TabbedNavigation li.active:before,.TabbedNavigation li.active:after{display:none}}</style></div></div></div><div class="container"><div class="row"><div class="col-xs-12"><div class="u-displayFlex"><div class="u-flexGrow1"><div class="works"><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_231612" data-work_id="231612" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/231612/EURAM_2010_Public_Management_track_PROGRAMME">EURAM 2010 - Public Management track PROGRAMME</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The EURAM annual conference is approaching fast. The general programme is now out: <a href="http://www.euram2010.org" rel="nofollow">www.euram2010.org</a>. I hope you will attend the Public Management track; 37 papers have been double-blind reviewed and selected among 100! The programme is... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_231612" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The EURAM annual conference is approaching fast. The general programme is now out: <a href="http://www.euram2010.org" rel="nofollow">www.euram2010.org</a>. <br />I hope you will attend the Public Management track; 37 papers have been double-blind reviewed and selected among 100! The programme is attached. <br />We have also organized a plenary symposium “If public governance means everything, is it possible that it means nothing? Exploring boundaries and manifestations of a blurred concept” with the participation of Stephen Osborne (University of Edinburgh & President of the IRSPM), Myrna Mandell (California State University), Reto Steiner (University of Bern & EURAM Public Management SIG), Les Metcalfe (Durham University Business School), Christoph Reichard (University of Potsdam).</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/231612" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="6abda09bafac23236554d3e5d447795d" rel="nofollow" data-download="{"attachment_id":929832,"asset_id":231612,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/929832/download_file?st=MTczMzI1NjE2MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="55240" href="https://uniroma2.academia.edu/DenitaCepiku">Denita Cepiku</a><script data-card-contents-for-user="55240" type="text/json">{"id":55240,"first_name":"Denita","last_name":"Cepiku","domain_name":"uniroma2","page_name":"DenitaCepiku","display_name":"Denita Cepiku","profile_url":"https://uniroma2.academia.edu/DenitaCepiku?f_ri=1073","photo":"https://0.academia-photos.com/55240/16431/4304577/s65_denita.cepiku.jpg"}</script></span></span></li><li class="js-paper-rank-work_231612 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="231612"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 231612, container: ".js-paper-rank-work_231612", }); 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$(".js-view-count[data-work-id=231612]").text(description); $(".js-view-count-work_231612").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_231612").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="231612"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">11</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="799" href="https://www.academia.edu/Documents/in/Public_Administration">Public Administration</a>, <script data-card-contents-for-ri="799" type="text/json">{"id":799,"name":"Public Administration","url":"https://www.academia.edu/Documents/in/Public_Administration?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4486" href="https://www.academia.edu/Documents/in/Political_Science">Political Science</a>, <script data-card-contents-for-ri="4486" type="text/json">{"id":4486,"name":"Political Science","url":"https://www.academia.edu/Documents/in/Political_Science?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="6285" href="https://www.academia.edu/Documents/in/Federalism">Federalism</a><script data-card-contents-for-ri="6285" type="text/json">{"id":6285,"name":"Federalism","url":"https://www.academia.edu/Documents/in/Federalism?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=231612]'), work: {"id":231612,"title":"EURAM 2010 - Public Management track PROGRAMME","created_at":"2010-04-26T17:46:40.881-07:00","url":"https://www.academia.edu/231612/EURAM_2010_Public_Management_track_PROGRAMME?f_ri=1073","dom_id":"work_231612","summary":"The EURAM annual conference is approaching fast. The general programme is now out: www.euram2010.org.\r\nI hope you will attend the Public Management track; 37 papers have been double-blind reviewed and selected among 100! The programme is attached.\r\nWe have also organized a plenary symposium “If public governance means everything, is it possible that it means nothing? Exploring boundaries and manifestations of a blurred concept” with the participation of Stephen Osborne (University of Edinburgh \u0026 President of the IRSPM), Myrna Mandell (California State University), Reto Steiner (University of Bern \u0026 EURAM Public Management SIG), Les Metcalfe (Durham University Business School), Christoph Reichard (University of Potsdam).","downloadable_attachments":[{"id":929832,"asset_id":231612,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":55240,"first_name":"Denita","last_name":"Cepiku","domain_name":"uniroma2","page_name":"DenitaCepiku","display_name":"Denita Cepiku","profile_url":"https://uniroma2.academia.edu/DenitaCepiku?f_ri=1073","photo":"https://0.academia-photos.com/55240/16431/4304577/s65_denita.cepiku.jpg"}],"research_interests":[{"id":799,"name":"Public Administration","url":"https://www.academia.edu/Documents/in/Public_Administration?f_ri=1073","nofollow":false},{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":4486,"name":"Political Science","url":"https://www.academia.edu/Documents/in/Political_Science?f_ri=1073","nofollow":false},{"id":6285,"name":"Federalism","url":"https://www.academia.edu/Documents/in/Federalism?f_ri=1073","nofollow":false},{"id":9977,"name":"University Governance, Management And Accounting","url":"https://www.academia.edu/Documents/in/University_Governance_Management_And_Accounting?f_ri=1073"},{"id":10428,"name":"Value Theory","url":"https://www.academia.edu/Documents/in/Value_Theory?f_ri=1073"},{"id":17973,"name":"Quality of Healthcare Services","url":"https://www.academia.edu/Documents/in/Quality_of_Healthcare_Services?f_ri=1073"},{"id":19566,"name":"Emergency Management","url":"https://www.academia.edu/Documents/in/Emergency_Management?f_ri=1073"},{"id":29393,"name":"Healthcare","url":"https://www.academia.edu/Documents/in/Healthcare?f_ri=1073"},{"id":90896,"name":"Healthcare Management","url":"https://www.academia.edu/Documents/in/Healthcare_Management?f_ri=1073"},{"id":247642,"name":"Public Value","url":"https://www.academia.edu/Documents/in/Public_Value?f_ri=1073"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_13224443" data-work_id="13224443" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/13224443/Drowning_by_Numbers_Its_time_to_fix_performance_measurement_in_the_Government_of_Canada">Drowning by Numbers. It's time to fix performance measurement in the Government of Canada</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The Government of Canada's approach to performance measurement and reporting, though founded on solid principles, is undermined by flawed implementation. A large performance reporting "machine" generates data that are too rarely of use to... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_13224443" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The Government of Canada's approach to performance measurement and reporting, though founded on solid principles, is undermined by flawed implementation. A large performance reporting "machine" generates data that are too rarely of use to public sector managers, Parliamentarians and Canadians. This paper analyzes the flaws of the current system and makes proposals for fixing it.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/13224443" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="d78a30e7f85dc9a62e088b4463efd2cd" rel="nofollow" data-download="{"attachment_id":37985859,"asset_id":13224443,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/37985859/download_file?st=MTczMzI1NjE2MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="2449140" href="https://independent.academia.edu/MarkSchacter">Mark Schacter</a><script data-card-contents-for-user="2449140" type="text/json">{"id":2449140,"first_name":"Mark","last_name":"Schacter","domain_name":"independent","page_name":"MarkSchacter","display_name":"Mark Schacter","profile_url":"https://independent.academia.edu/MarkSchacter?f_ri=1073","photo":"https://0.academia-photos.com/2449140/763423/949884/s65_mark.schacter.jpg"}</script></span></span></li><li class="js-paper-rank-work_13224443 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="13224443"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 13224443, container: ".js-paper-rank-work_13224443", }); });</script></li><li class="js-percentile-work_13224443 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 13224443; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_13224443"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_13224443 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="13224443"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 13224443; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=13224443]").text(description); $(".js-view-count-work_13224443").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_13224443").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="13224443"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="202" href="https://www.academia.edu/Documents/in/Program_Evaluation">Program Evaluation</a>, <script data-card-contents-for-ri="202" type="text/json">{"id":202,"name":"Program Evaluation","url":"https://www.academia.edu/Documents/in/Program_Evaluation?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="7209" href="https://www.academia.edu/Documents/in/Performance_Measurement">Performance Measurement</a>, <script data-card-contents-for-ri="7209" type="text/json">{"id":7209,"name":"Performance Measurement","url":"https://www.academia.edu/Documents/in/Performance_Measurement?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="179398" href="https://www.academia.edu/Documents/in/Results_Based_Management">Results Based Management</a><script data-card-contents-for-ri="179398" type="text/json">{"id":179398,"name":"Results Based Management","url":"https://www.academia.edu/Documents/in/Results_Based_Management?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=13224443]'), work: {"id":13224443,"title":"Drowning by Numbers. It's time to fix performance measurement in the Government of Canada","created_at":"2015-06-23T14:07:31.022-07:00","url":"https://www.academia.edu/13224443/Drowning_by_Numbers_Its_time_to_fix_performance_measurement_in_the_Government_of_Canada?f_ri=1073","dom_id":"work_13224443","summary":"The Government of Canada's approach to performance measurement and reporting, though founded on solid principles, is undermined by flawed implementation. A large performance reporting \"machine\" generates data that are too rarely of use to public sector managers, Parliamentarians and Canadians. This paper analyzes the flaws of the current system and makes proposals for fixing it.","downloadable_attachments":[{"id":37985859,"asset_id":13224443,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":2449140,"first_name":"Mark","last_name":"Schacter","domain_name":"independent","page_name":"MarkSchacter","display_name":"Mark Schacter","profile_url":"https://independent.academia.edu/MarkSchacter?f_ri=1073","photo":"https://0.academia-photos.com/2449140/763423/949884/s65_mark.schacter.jpg"}],"research_interests":[{"id":202,"name":"Program Evaluation","url":"https://www.academia.edu/Documents/in/Program_Evaluation?f_ri=1073","nofollow":false},{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":7209,"name":"Performance Measurement","url":"https://www.academia.edu/Documents/in/Performance_Measurement?f_ri=1073","nofollow":false},{"id":179398,"name":"Results Based Management","url":"https://www.academia.edu/Documents/in/Results_Based_Management?f_ri=1073","nofollow":false},{"id":1723635,"name":"Public Policy","url":"https://www.academia.edu/Documents/in/Public_Policy?f_ri=1073"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_1906525" data-work_id="1906525" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/1906525/Navigating_Human_Service_Organizations_3rd_edition_">Navigating Human Service Organizations (3rd. edition)</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">"Since its very inception, social work has been considered an organizationally based profession, with the majority of its workforce employed within formal organizations. Whether in nonprofit, for-profit, or governmental agencies, the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_1906525" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">"Since its very inception, social work has been considered an organizationally based profession, with the majority of its workforce employed within formal organizations. Whether in nonprofit, for-profit, or governmental agencies, the practical realities of human service organizations are a central element of professional social work. This book explores the climate and culture of these agencies and provides essential information for surviving and thriving in this setting. It prepares students for their future careers so that they will feel empowered in their work and be able to fulfill their responsibilities toward organizational, community, and social change. Using real-life examples, the authors examine the internal structures of management, financing, and supervision and discuss common conflicts between agencies and professionals. The book’s straightforward tone and practical advice make it an asset to anyone entering human service organizations. <br /> <br />This new edition contains updated examples, case studies, and references. It also contains valuable information on the effects of the recent financial crisis on human service organizations. Agencies now face increased caseloads and more complex social problems with fewer resources and less money. Understanding how these events have changed the nature of human service organizations will allow students to be better prepared for the work ahead of them. <br /> <br />Features <br /> <br />• <br />Expanded content on the practical aspects of organizational theory and suggestions for developing leadership skills <br />• <br />Updated examples, case studies, and references throughout the book <br />• <br />Key points and discussion questions following each chapter <br />• <br />Updated instructor’s manual available online as a PDF or Word document"</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/1906525" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="6fb9473a392e8889b32c857b29656e99" rel="nofollow" data-download="{"attachment_id":32624927,"asset_id":1906525,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/32624927/download_file?st=MTczMzI1NjE2MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1808674" href="https://tacoma-washington.academia.edu/RichFurman">Rich Furman</a><script data-card-contents-for-user="1808674" type="text/json">{"id":1808674,"first_name":"Rich","last_name":"Furman","domain_name":"tacoma-washington","page_name":"RichFurman","display_name":"Rich Furman","profile_url":"https://tacoma-washington.academia.edu/RichFurman?f_ri=1073","photo":"https://0.academia-photos.com/1808674/760335/7279738/s65_rich.furman.jpg"}</script></span></span></li><li class="js-paper-rank-work_1906525 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="1906525"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 1906525, container: ".js-paper-rank-work_1906525", }); 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PROFESSORES","url":"https://www.academia.edu/Documents/in/SUPERVISAO_E_FORMACAO_DE_PROFESSORES?f_ri=1073"},{"id":461991,"name":"Administração e Gestão Educativa","url":"https://www.academia.edu/Documents/in/Administracao_e_Gestao_Educativa?f_ri=1073"},{"id":618007,"name":"Adminitración","url":"https://www.academia.edu/Documents/in/Adminitraci%C3%B3n?f_ri=1073"},{"id":648167,"name":"Teoria Curricular","url":"https://www.academia.edu/Documents/in/Teoria_Curricular?f_ri=1073"},{"id":648263,"name":"Organizational Design and Structure","url":"https://www.academia.edu/Documents/in/Organizational_Design_and_Structure?f_ri=1073"},{"id":702912,"name":"Social Work Education and Practice","url":"https://www.academia.edu/Documents/in/Social_Work_Education_and_Practice?f_ri=1073"},{"id":839277,"name":"Tecnologias da Informação e da Comunicação (TIC) na Educação","url":"https://www.academia.edu/Documents/in/Tecnologias_da_Informacao_e_da_Comunicacao_TIC_na_Educacao?f_ri=1073"},{"id":939378,"name":"Metodologias Da Investigação Educacional","url":"https://www.academia.edu/Documents/in/Metodologias_Da_Investigacao_Educacional?f_ri=1073"},{"id":982459,"name":"Non Profit Organizations and Management","url":"https://www.academia.edu/Documents/in/Non_Profit_Organizations_and_Management?f_ri=1073"},{"id":1141532,"name":"Teaching Macro Practice","url":"https://www.academia.edu/Documents/in/Teaching_Macro_Practice?f_ri=1073"},{"id":1723635,"name":"Public Policy","url":"https://www.academia.edu/Documents/in/Public_Policy?f_ri=1073"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_30235799" data-work_id="30235799" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/30235799/_O_Planejamento_Estrat%C3%A9gico_Governamental_reflex%C3%B5es_metodol%C3%B3gicas_e_implica%C3%A7%C3%B5es_na_gest%C3%A3o_p%C3%BAblica_livro_">"O Planejamento Estratégico Governamental: reflexões metodológicas e implicações na gestão pública" (livro)</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/30235799" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="73f3e888a8d504f8c460d603c58d1b94" rel="nofollow" data-download="{"attachment_id":50697791,"asset_id":30235799,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/50697791/download_file?st=MTczMzI1NjE2MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="9573756" href="https://abdi.academia.edu/JacksonDeToni">Jackson De Toni</a><script data-card-contents-for-user="9573756" type="text/json">{"id":9573756,"first_name":"Jackson","last_name":"De Toni","domain_name":"abdi","page_name":"JacksonDeToni","display_name":"Jackson De Toni","profile_url":"https://abdi.academia.edu/JacksonDeToni?f_ri=1073","photo":"https://0.academia-photos.com/9573756/3025681/3909777/s65_jackson.de_toni.jpg"}</script></span></span></li><li class="js-paper-rank-work_30235799 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="30235799"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 30235799, container: ".js-paper-rank-work_30235799", }); });</script></li><li class="js-percentile-work_30235799 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x 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data-card-contents-for-ri="7740" type="text/json">{"id":7740,"name":"Strategy (Strategic Planning)","url":"https://www.academia.edu/Documents/in/Strategy_Strategic_Planning_?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1306636" href="https://www.academia.edu/Documents/in/Participatory_Governamental_Planning">Participatory Governamental Planning</a><script data-card-contents-for-ri="1306636" type="text/json">{"id":1306636,"name":"Participatory Governamental Planning","url":"https://www.academia.edu/Documents/in/Participatory_Governamental_Planning?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=30235799]'), work: {"id":30235799,"title":"\"O Planejamento Estratégico Governamental: reflexões metodológicas e implicações na gestão pública\" (livro)","created_at":"2016-12-03T12:30:53.487-08:00","url":"https://www.academia.edu/30235799/_O_Planejamento_Estrat%C3%A9gico_Governamental_reflex%C3%B5es_metodol%C3%B3gicas_e_implica%C3%A7%C3%B5es_na_gest%C3%A3o_p%C3%BAblica_livro_?f_ri=1073","dom_id":"work_30235799","summary":null,"downloadable_attachments":[{"id":50697791,"asset_id":30235799,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":9573756,"first_name":"Jackson","last_name":"De Toni","domain_name":"abdi","page_name":"JacksonDeToni","display_name":"Jackson De Toni","profile_url":"https://abdi.academia.edu/JacksonDeToni?f_ri=1073","photo":"https://0.academia-photos.com/9573756/3025681/3909777/s65_jackson.de_toni.jpg"}],"research_interests":[{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":7740,"name":"Strategy (Strategic Planning)","url":"https://www.academia.edu/Documents/in/Strategy_Strategic_Planning_?f_ri=1073","nofollow":false},{"id":1306636,"name":"Participatory Governamental Planning","url":"https://www.academia.edu/Documents/in/Participatory_Governamental_Planning?f_ri=1073","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_3845608" data-work_id="3845608" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/3845608/Policy_implementation_street_level_bureaucracy_and_the_importance_of_discretion">Policy implementation, street-level bureaucracy and the importance of discretion</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Street-level bureaucrats implementing public policies have a certain degree of autonomy – or discretion – in their work. Following Lipsky, discretion has received wide attention in the policy implementation literature. However, scholars... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_3845608" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Street-level bureaucrats implementing public policies have a certain degree of autonomy – or discretion – in their work. Following Lipsky, discretion has received wide attention in the policy implementation literature. However, scholars have not developed theoretical frameworks regarding the effects of discretion, which were then tested these using large samples. This study therefore develops a theoretical framework regarding two main effects of discretion: client meaningfulness and willingness to implement. The relationships are tested using a survey among 1,300 healthcare professionals implementing a new policy. The results underscore the importance of discretion. Implications of the findings and a future research agenda is shown.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/3845608" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="a0fa195c5dcf261f3e92997d0cb5a2ea" rel="nofollow" data-download="{"attachment_id":33419113,"asset_id":3845608,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/33419113/download_file?st=MTczMzI1NjE2MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="2946872" href="https://uu.academia.edu/LarsTummers">Lars Tummers</a><script data-card-contents-for-user="2946872" type="text/json">{"id":2946872,"first_name":"Lars","last_name":"Tummers","domain_name":"uu","page_name":"LarsTummers","display_name":"Lars Tummers","profile_url":"https://uu.academia.edu/LarsTummers?f_ri=1073","photo":"https://0.academia-photos.com/2946872/973638/1218749/s65_lars.tummers.jpg"}</script></span></span></li><li class="js-paper-rank-work_3845608 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="3845608"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 3845608, container: ".js-paper-rank-work_3845608", }); 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$(".js-view-count[data-work-id=3845608]").text(description); $(".js-view-count-work_3845608").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_3845608").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="3845608"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">12</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="38" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="221" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="260" href="https://www.academia.edu/Documents/in/Health_Psychology">Health Psychology</a>, <script data-card-contents-for-ri="260" type="text/json">{"id":260,"name":"Health Psychology","url":"https://www.academia.edu/Documents/in/Health_Psychology?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="586" href="https://www.academia.edu/Documents/in/Health_Sciences">Health Sciences</a><script data-card-contents-for-ri="586" type="text/json">{"id":586,"name":"Health Sciences","url":"https://www.academia.edu/Documents/in/Health_Sciences?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=3845608]'), work: {"id":3845608,"title":"Policy implementation, street-level bureaucracy and the importance of discretion","created_at":"2013-07-03T02:47:42.026-07:00","url":"https://www.academia.edu/3845608/Policy_implementation_street_level_bureaucracy_and_the_importance_of_discretion?f_ri=1073","dom_id":"work_3845608","summary":"Street-level bureaucrats implementing public policies have a certain degree of autonomy – or discretion – in their work. Following Lipsky, discretion has received wide attention in the policy implementation literature. However, scholars have not developed theoretical frameworks regarding the effects of discretion, which were then tested these using large samples. This study therefore develops a theoretical framework regarding two main effects of discretion: client meaningfulness and willingness to implement. The relationships are tested using a survey among 1,300 healthcare professionals implementing a new policy. The results underscore the importance of discretion. Implications of the findings and a future research agenda is shown.","downloadable_attachments":[{"id":33419113,"asset_id":3845608,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":2946872,"first_name":"Lars","last_name":"Tummers","domain_name":"uu","page_name":"LarsTummers","display_name":"Lars Tummers","profile_url":"https://uu.academia.edu/LarsTummers?f_ri=1073","photo":"https://0.academia-photos.com/2946872/973638/1218749/s65_lars.tummers.jpg"}],"research_interests":[{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=1073","nofollow":false},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=1073","nofollow":false},{"id":260,"name":"Health Psychology","url":"https://www.academia.edu/Documents/in/Health_Psychology?f_ri=1073","nofollow":false},{"id":586,"name":"Health Sciences","url":"https://www.academia.edu/Documents/in/Health_Sciences?f_ri=1073","nofollow":false},{"id":799,"name":"Public Administration","url":"https://www.academia.edu/Documents/in/Public_Administration?f_ri=1073"},{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073"},{"id":12620,"name":"Quantitative Methods","url":"https://www.academia.edu/Documents/in/Quantitative_Methods?f_ri=1073"},{"id":14197,"name":"Autonomy","url":"https://www.academia.edu/Documents/in/Autonomy?f_ri=1073"},{"id":18721,"name":"Work and Organizational Psychology","url":"https://www.academia.edu/Documents/in/Work_and_Organizational_Psychology?f_ri=1073"},{"id":29393,"name":"Healthcare","url":"https://www.academia.edu/Documents/in/Healthcare?f_ri=1073"},{"id":374335,"name":"Street Level Bureaucrats","url":"https://www.academia.edu/Documents/in/Street_Level_Bureaucrats?f_ri=1073"},{"id":1723635,"name":"Public Policy","url":"https://www.academia.edu/Documents/in/Public_Policy?f_ri=1073"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_26372954" data-work_id="26372954" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/26372954/The_Sociology_of_Corruption_The_collective_African_culture_and_corruption_in_the_public_sector">The Sociology of Corruption: The collective African culture and corruption in the public sector</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The public sector of many African countries is notoriously corrupt; cultural inclinations and socialization processes largely have a tendency to lead public officials into tendencies that amount to corrupt practices. Providing seven (7)... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_26372954" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The public sector of many African countries is notoriously corrupt; cultural inclinations and socialization processes largely have a tendency to lead public officials into tendencies that amount to corrupt practices. Providing seven (7) key pointers for reflection, this study explores public sector corruption in African countries by examining the interplay between culturally acceptable norms and professional expectations of public officials. The public official, by these two unparalleled expectations, tend to walk on a tight rope which often results in ethical dilemma and conflict of interest. The study adopts Riggs prismatic-sala model and uses the case of Ghana and traditional proverbs to explain the cultural context within which Ghanaian public official ought to operate. How can one combine these cultural expectations with professionalism? To what extent does the 'collectivity culture', 'culture of gift giving and acceptance', 'extended family system', 'ethnic loyalty', and 'unfettered respect of the aged' downplay professional bureaucratic and ethical principles?</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/26372954" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="218d504b4fa66b49e73b4014bf361984" rel="nofollow" data-download="{"attachment_id":55442439,"asset_id":26372954,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/55442439/download_file?st=MTczMzI1NjE2MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="4620092" href="https://ugh.academia.edu/EmmanuelYeboahAssiamah">Emmanuel Yeboah-Assiamah</a><script data-card-contents-for-user="4620092" type="text/json">{"id":4620092,"first_name":"Emmanuel","last_name":"Yeboah-Assiamah","domain_name":"ugh","page_name":"EmmanuelYeboahAssiamah","display_name":"Emmanuel Yeboah-Assiamah","profile_url":"https://ugh.academia.edu/EmmanuelYeboahAssiamah?f_ri=1073","photo":"https://0.academia-photos.com/4620092/1931095/16774919/s65_emmanuel.yeboah-assiamah.jpg"}</script></span></span></li><li class="js-paper-rank-work_26372954 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="26372954"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 26372954, container: ".js-paper-rank-work_26372954", }); 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$(".js-view-count[data-work-id=26372954]").text(description); $(".js-view-count-work_26372954").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_26372954").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="26372954"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="379" href="https://www.academia.edu/Documents/in/African_Studies">African Studies</a>, <script data-card-contents-for-ri="379" type="text/json">{"id":379,"name":"African Studies","url":"https://www.academia.edu/Documents/in/African_Studies?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="3499" href="https://www.academia.edu/Documents/in/Social_and_Cultural_Anthropology">Social and Cultural Anthropology</a>, <script data-card-contents-for-ri="3499" type="text/json">{"id":3499,"name":"Social and Cultural Anthropology","url":"https://www.academia.edu/Documents/in/Social_and_Cultural_Anthropology?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="9676" href="https://www.academia.edu/Documents/in/Political_Institutions">Political Institutions</a><script data-card-contents-for-ri="9676" type="text/json">{"id":9676,"name":"Political Institutions","url":"https://www.academia.edu/Documents/in/Political_Institutions?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=26372954]'), work: {"id":26372954,"title":"The Sociology of Corruption: The collective African culture and corruption in the public sector","created_at":"2016-06-21T07:31:13.263-07:00","url":"https://www.academia.edu/26372954/The_Sociology_of_Corruption_The_collective_African_culture_and_corruption_in_the_public_sector?f_ri=1073","dom_id":"work_26372954","summary":"The public sector of many African countries is notoriously corrupt; cultural inclinations and socialization processes largely have a tendency to lead public officials into tendencies that amount to corrupt practices. Providing seven (7) key pointers for reflection, this study explores public sector corruption in African countries by examining the interplay between culturally acceptable norms and professional expectations of public officials. The public official, by these two unparalleled expectations, tend to walk on a tight rope which often results in ethical dilemma and conflict of interest. The study adopts Riggs prismatic-sala model and uses the case of Ghana and traditional proverbs to explain the cultural context within which Ghanaian public official ought to operate. How can one combine these cultural expectations with professionalism? To what extent does the 'collectivity culture', 'culture of gift giving and acceptance', 'extended family system', 'ethnic loyalty', and 'unfettered respect of the aged' downplay professional bureaucratic and ethical principles?","downloadable_attachments":[{"id":55442439,"asset_id":26372954,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":4620092,"first_name":"Emmanuel","last_name":"Yeboah-Assiamah","domain_name":"ugh","page_name":"EmmanuelYeboahAssiamah","display_name":"Emmanuel Yeboah-Assiamah","profile_url":"https://ugh.academia.edu/EmmanuelYeboahAssiamah?f_ri=1073","photo":"https://0.academia-photos.com/4620092/1931095/16774919/s65_emmanuel.yeboah-assiamah.jpg"}],"research_interests":[{"id":379,"name":"African Studies","url":"https://www.academia.edu/Documents/in/African_Studies?f_ri=1073","nofollow":false},{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":3499,"name":"Social and Cultural Anthropology","url":"https://www.academia.edu/Documents/in/Social_and_Cultural_Anthropology?f_ri=1073","nofollow":false},{"id":9676,"name":"Political Institutions","url":"https://www.academia.edu/Documents/in/Political_Institutions?f_ri=1073","nofollow":false},{"id":12914,"name":"Political Corruption","url":"https://www.academia.edu/Documents/in/Political_Corruption?f_ri=1073"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_43681945" data-work_id="43681945" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/43681945/Public_relations_in_public_institutions_A_research_on_the_effectiveness_of_communication_process">Public relations in public institutions: A research on the effectiveness of communication process</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Public relations practitioners can assume many different roles in public institutions. The common goal of these different roles is to try to influence the attitudes, beliefs and behaviors of the target groups through effective... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_43681945" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Public relations practitioners can assume many different roles in public institutions. The common goal of these different roles is to try to influence the attitudes, beliefs and behaviors of the target groups through effective communication strategies. Thus, support from the public is considered. In this study, it is aimed to find out the effective strategies to improve the quality of the relations with the target groups of public institutions. For this purpose, the relationship between the communicative process established by public institutions with their target groups and relational results were examined. The research conducted on 251 people revealed that perceived communicative skills of local public institutions had positive effects on public relations perceptions (trust, commitment, satisfaction). The most important dimension is satisfaction. On the other hand, a weak relationship was found between the communicative process and control mutuality. This finding indicates that public relations department is not effective in the decision making process in public institutions. The results of the research are proposed to improve the relational results between public institutions and target groups.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/43681945" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="d84141fdf83dadf93d15ced528195ac8" rel="nofollow" data-download="{"attachment_id":63984013,"asset_id":43681945,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/63984013/download_file?st=MTczMzI1NjE2MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="100352612" href="https://cukurova.academia.edu/Engin%C3%87elebi">Engin Çelebi</a><script data-card-contents-for-user="100352612" type="text/json">{"id":100352612,"first_name":"Engin","last_name":"Çelebi","domain_name":"cukurova","page_name":"EnginÇelebi","display_name":"Engin Çelebi","profile_url":"https://cukurova.academia.edu/Engin%C3%87elebi?f_ri=1073","photo":"https://0.academia-photos.com/100352612/21876016/34547197/s65_engin._elebi.jpg"}</script></span></span></li><li class="js-paper-rank-work_43681945 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="43681945"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 43681945, container: ".js-paper-rank-work_43681945", }); 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$(".js-view-count[data-work-id=43681945]").text(description); $(".js-view-count-work_43681945").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_43681945").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="43681945"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">12</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="859" href="https://www.academia.edu/Documents/in/Communication">Communication</a>, <script data-card-contents-for-ri="859" type="text/json">{"id":859,"name":"Communication","url":"https://www.academia.edu/Documents/in/Communication?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4986" href="https://www.academia.edu/Documents/in/Public_Relations">Public Relations</a>, <script data-card-contents-for-ri="4986" type="text/json">{"id":4986,"name":"Public Relations","url":"https://www.academia.edu/Documents/in/Public_Relations?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="5469" href="https://www.academia.edu/Documents/in/Public_and_Political_Communication">Public and Political Communication</a><script data-card-contents-for-ri="5469" type="text/json">{"id":5469,"name":"Public and Political Communication","url":"https://www.academia.edu/Documents/in/Public_and_Political_Communication?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=43681945]'), work: {"id":43681945,"title":"Public relations in public institutions: A research on the effectiveness of communication process","created_at":"2020-07-21T10:11:44.395-07:00","url":"https://www.academia.edu/43681945/Public_relations_in_public_institutions_A_research_on_the_effectiveness_of_communication_process?f_ri=1073","dom_id":"work_43681945","summary":"Public relations practitioners can assume many different roles in public institutions. The common goal of these different roles is to try to influence the attitudes, beliefs and behaviors of the target groups through effective communication strategies. Thus, support from the public is considered. In this study, it is aimed to find out the effective strategies to improve the quality of the relations with the target groups of public institutions. For this purpose, the relationship between the communicative process established by public institutions with their target groups and relational results were examined. The research conducted on 251 people revealed that perceived communicative skills of local public institutions had positive effects on public relations perceptions (trust, commitment, satisfaction). The most important dimension is satisfaction. On the other hand, a weak relationship was found between the communicative process and control mutuality. This finding indicates that public relations department is not effective in the decision making process in public institutions. The results of the research are proposed to improve the relational results between public institutions and target groups.\n","downloadable_attachments":[{"id":63984013,"asset_id":43681945,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":100352612,"first_name":"Engin","last_name":"Çelebi","domain_name":"cukurova","page_name":"EnginÇelebi","display_name":"Engin Çelebi","profile_url":"https://cukurova.academia.edu/Engin%C3%87elebi?f_ri=1073","photo":"https://0.academia-photos.com/100352612/21876016/34547197/s65_engin._elebi.jpg"}],"research_interests":[{"id":859,"name":"Communication","url":"https://www.academia.edu/Documents/in/Communication?f_ri=1073","nofollow":false},{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":4986,"name":"Public Relations","url":"https://www.academia.edu/Documents/in/Public_Relations?f_ri=1073","nofollow":false},{"id":5469,"name":"Public and Political Communication","url":"https://www.academia.edu/Documents/in/Public_and_Political_Communication?f_ri=1073","nofollow":false},{"id":7369,"name":"Political communication","url":"https://www.academia.edu/Documents/in/Political_communication?f_ri=1073"},{"id":7390,"name":"Communication Management","url":"https://www.academia.edu/Documents/in/Communication_Management?f_ri=1073"},{"id":24804,"name":"Public sphere (Communication)","url":"https://www.academia.edu/Documents/in/Public_sphere_Communication_?f_ri=1073"},{"id":67328,"name":"Relationship Management","url":"https://www.academia.edu/Documents/in/Relationship_Management?f_ri=1073"},{"id":119534,"name":"Communication and Public Relations","url":"https://www.academia.edu/Documents/in/Communication_and_Public_Relations?f_ri=1073"},{"id":652497,"name":"Public Administration and Management","url":"https://www.academia.edu/Documents/in/Public_Administration_and_Management?f_ri=1073"},{"id":701341,"name":"Public Communication. Political Communication","url":"https://www.academia.edu/Documents/in/Public_Communication._Political_Communication?f_ri=1073"},{"id":1146629,"name":"Public Institutions","url":"https://www.academia.edu/Documents/in/Public_Institutions?f_ri=1073"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_26005180" data-work_id="26005180" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/26005180/New_Public_Management_Reforms_in_the_South_African_Public_Service_1999_2009">New Public Management Reforms in the South African Public Service: 1999-2009</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/26005180" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="8bf4991415903ae4291f66c6d752c6e8" rel="nofollow" data-download="{"attachment_id":46354488,"asset_id":26005180,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/46354488/download_file?st=MTczMzI1NjE2MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="22050339" href="https://uct.academia.edu/RobertCameron">Robert Cameron</a><script data-card-contents-for-user="22050339" type="text/json">{"id":22050339,"first_name":"Robert","last_name":"Cameron","domain_name":"uct","page_name":"RobertCameron","display_name":"Robert Cameron","profile_url":"https://uct.academia.edu/RobertCameron?f_ri=1073","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_26005180 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="26005180"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 26005180, container: ".js-paper-rank-work_26005180", }); 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Ancak yüklenicinin sözleşmeyi feshetmesi konusundaki... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_37145084" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">4735 sayılı Kamu İhale Sözleşmeleri Kanunu'nda sözleşmenin feshedilmesinin koşulları ve sonuçları hem yüklenici hem de idare bakımından ayrı ayrı ele alınarak açıklanmıştır. Ancak yüklenicinin sözleşmeyi feshetmesi konusundaki düzenlemenin, yüklenicilere işlem ve süreç bakımından ilave yük getirdiği buna rağmen herhangi bir avantaj da sağlamadığı görülmektedir. Diğer taraftan 6098 sayılı Türk Borçlar Kanunu hükümleri uyarınca yüklenicinin sözleşmeyi haklı bir nedene dayanarak feshetmesi de mümkündür. Bu durumda da ilk aşamada yüklenicinin, teminatın gelir kaydedilmesi veya kamu ihalelerine katılmaktan yasaklama gibi yaptırımlarla karşılaşması kaçınılmazdır. Ancak yargılama süreci akabinde elde edilecek sonuçlarla birlikte ele alındığında bu olasılığın, gerek sürecin daha hızlı ilerleyecek olması gerekse sağlayacağı avantajlar bakımından nispeten yüklenici lehine olacağı değerlendirilmektedir.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/37145084" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="d4bafabc9e4ccf958fe6aa08a06fd1cc" rel="nofollow" data-download="{"attachment_id":57095005,"asset_id":37145084,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/57095005/download_file?st=MTczMzI1NjE2MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="88009540" href="https://independent.academia.edu/%C3%87%C3%96Z%C3%9CM%C4%B0HALE">ÇÖZÜM İHALE</a><script data-card-contents-for-user="88009540" type="text/json">{"id":88009540,"first_name":"ÇÖZÜM","last_name":"İHALE","domain_name":"independent","page_name":"ÇÖZÜMİHALE","display_name":"ÇÖZÜM İHALE","profile_url":"https://independent.academia.edu/%C3%87%C3%96Z%C3%9CM%C4%B0HALE?f_ri=1073","photo":"https://0.academia-photos.com/88009540/20156537/19898541/s65__z_m.i_hale.jpg"}</script></span></span></li><li class="js-paper-rank-work_37145084 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="37145084"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 37145084, container: ".js-paper-rank-work_37145084", }); 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Ancak yüklenicinin sözleşmeyi feshetmesi konusundaki düzenlemenin, yüklenicilere işlem ve süreç bakımından ilave yük getirdiği buna rağmen herhangi bir avantaj da sağlamadığı görülmektedir. Diğer taraftan 6098 sayılı Türk Borçlar Kanunu hükümleri uyarınca yüklenicinin sözleşmeyi haklı bir nedene dayanarak feshetmesi de mümkündür. Bu durumda da ilk aşamada yüklenicinin, teminatın gelir kaydedilmesi veya kamu ihalelerine katılmaktan yasaklama gibi yaptırımlarla karşılaşması kaçınılmazdır. Ancak yargılama süreci akabinde elde edilecek sonuçlarla birlikte ele alındığında bu olasılığın, gerek sürecin daha hızlı ilerleyecek olması gerekse sağlayacağı avantajlar bakımından nispeten yüklenici lehine olacağı değerlendirilmektedir. ","downloadable_attachments":[{"id":57095005,"asset_id":37145084,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":88009540,"first_name":"ÇÖZÜM","last_name":"İHALE","domain_name":"independent","page_name":"ÇÖZÜMİHALE","display_name":"ÇÖZÜM İHALE","profile_url":"https://independent.academia.edu/%C3%87%C3%96Z%C3%9CM%C4%B0HALE?f_ri=1073","photo":"https://0.academia-photos.com/88009540/20156537/19898541/s65__z_m.i_hale.jpg"}],"research_interests":[{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=1073","nofollow":false},{"id":548,"name":"Civil Law","url":"https://www.academia.edu/Documents/in/Civil_Law?f_ri=1073","nofollow":false},{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":5172,"name":"Procurement","url":"https://www.academia.edu/Documents/in/Procurement?f_ri=1073","nofollow":false},{"id":11838,"name":"E-Procurement","url":"https://www.academia.edu/Documents/in/E-Procurement?f_ri=1073"},{"id":35190,"name":"Public Procurement","url":"https://www.academia.edu/Documents/in/Public_Procurement?f_ri=1073"},{"id":61445,"name":"Contract Management","url":"https://www.academia.edu/Documents/in/Contract_Management?f_ri=1073"},{"id":288594,"name":"Procurement and Tendering Contracts","url":"https://www.academia.edu/Documents/in/Procurement_and_Tendering_Contracts?f_ri=1073"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_20218390" data-work_id="20218390" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/20218390/Evolution_of_Public_Administration">Evolution of Public Administration</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Public administration can also be seen as the activities of groups cooperating to accomplish the common goals of government. By safeguarding such frontiers as maintenance of law and order, communications, public health, education, etc. In... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_20218390" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Public administration can also be seen as the activities of groups cooperating to accomplish the common goals of government. By safeguarding such frontiers as maintenance of law and order, communications, public health, education, etc. In managing public affairs, public administration focuses principally on the planning, organising, directing, coordinating and controlling of governmental operations.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/20218390" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="557cf069f5a0c84612cc3e2ba44d2fdf" rel="nofollow" data-download="{"attachment_id":41075336,"asset_id":20218390,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/41075336/download_file?st=MTczMzI1NjE2MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="31640685" href="https://independent.academia.edu/mulaomwanza">mulao mwanza</a><script data-card-contents-for-user="31640685" type="text/json">{"id":31640685,"first_name":"mulao","last_name":"mwanza","domain_name":"independent","page_name":"mulaomwanza","display_name":"mulao mwanza","profile_url":"https://independent.academia.edu/mulaomwanza?f_ri=1073","photo":"https://0.academia-photos.com/31640685/11228344/12528330/s65_mulao.mwanza.jpg"}</script></span></span></li><li class="js-paper-rank-work_20218390 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="20218390"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 20218390, container: ".js-paper-rank-work_20218390", }); 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$(".js-view-count[data-work-id=20218390]").text(description); $(".js-view-count-work_20218390").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_20218390").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="20218390"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="799" href="https://www.academia.edu/Documents/in/Public_Administration">Public Administration</a>, <script data-card-contents-for-ri="799" type="text/json">{"id":799,"name":"Public Administration","url":"https://www.academia.edu/Documents/in/Public_Administration?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="748536" href="https://www.academia.edu/Documents/in/Public_Financial">Public Financial</a>, <script data-card-contents-for-ri="748536" type="text/json">{"id":748536,"name":"Public Financial","url":"https://www.academia.edu/Documents/in/Public_Financial?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1723635" href="https://www.academia.edu/Documents/in/Public_Policy">Public Policy</a><script data-card-contents-for-ri="1723635" type="text/json">{"id":1723635,"name":"Public Policy","url":"https://www.academia.edu/Documents/in/Public_Policy?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=20218390]'), work: {"id":20218390,"title":"Evolution of Public Administration","created_at":"2016-01-13T05:53:20.973-08:00","url":"https://www.academia.edu/20218390/Evolution_of_Public_Administration?f_ri=1073","dom_id":"work_20218390","summary":"Public administration can also be seen as the activities of groups cooperating to accomplish the common goals of government. By safeguarding such frontiers as maintenance of law and order, communications, public health, education, etc. In managing public affairs, public administration focuses principally on the planning, organising, directing, coordinating and controlling of governmental operations.","downloadable_attachments":[{"id":41075336,"asset_id":20218390,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":31640685,"first_name":"mulao","last_name":"mwanza","domain_name":"independent","page_name":"mulaomwanza","display_name":"mulao mwanza","profile_url":"https://independent.academia.edu/mulaomwanza?f_ri=1073","photo":"https://0.academia-photos.com/31640685/11228344/12528330/s65_mulao.mwanza.jpg"}],"research_interests":[{"id":799,"name":"Public Administration","url":"https://www.academia.edu/Documents/in/Public_Administration?f_ri=1073","nofollow":false},{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":748536,"name":"Public Financial","url":"https://www.academia.edu/Documents/in/Public_Financial?f_ri=1073","nofollow":false},{"id":1723635,"name":"Public Policy","url":"https://www.academia.edu/Documents/in/Public_Policy?f_ri=1073","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_77471708" data-work_id="77471708" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/77471708/Measuring_public_value_scale_development_and_construct_validation">Measuring public value: scale development and construct validation</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The public value concept is highly popular among practitioners and researchers, yet, to further test and develop the construct it needs more diversity in empirical research. We aim to contribute to future empirical public value research... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_77471708" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The public value concept is highly popular among practitioners and researchers, yet, to further test and develop the construct it needs more diversity in empirical research. We aim to contribute to future empirical public value research by providing a new public value scale based on Meynhardt’s conceptualization of public value. Conducting two empirical surveys with highly representative samples, we have developed and validated a twelve-item public value scale. Additionally, we applied the scale to empirically test what distinguishes public value from adjacent constructs, such as CSR or reputation, and to examine its explanatory power regarding important client/customer outcomes. The scale will allow future research to test extant public value hypotheses more thoroughly than before by using survey or experimental research designs. Practitioners can use the scale to gain a deeper understanding of public evaluation.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/77471708" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="46b6bf6296670ea7170efba22f7986b7" rel="nofollow" data-download="{"attachment_id":84802499,"asset_id":77471708,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/84802499/download_file?st=MTczMzI1NjE2MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="183335656" href="https://independent.academia.edu/TMeynhardt">Timo Meynhardt</a><script data-card-contents-for-user="183335656" type="text/json">{"id":183335656,"first_name":"Timo","last_name":"Meynhardt","domain_name":"independent","page_name":"TMeynhardt","display_name":"Timo Meynhardt","profile_url":"https://independent.academia.edu/TMeynhardt?f_ri=1073","photo":"https://0.academia-photos.com/183335656/51346035/39414367/s65_timo.meynhardt.jpeg"}</script></span></span></li><li class="js-paper-rank-work_77471708 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="77471708"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 77471708, container: ".js-paper-rank-work_77471708", }); 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$(".js-view-count[data-work-id=77471708]").text(description); $(".js-view-count-work_77471708").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_77471708").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="77471708"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="221" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="422" href="https://www.academia.edu/Documents/in/Computer_Science">Computer Science</a>, <script data-card-contents-for-ri="422" type="text/json">{"id":422,"name":"Computer Science","url":"https://www.academia.edu/Documents/in/Computer_Science?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="104434" href="https://www.academia.edu/Documents/in/Construct_Validity">Construct Validity</a><script data-card-contents-for-ri="104434" type="text/json">{"id":104434,"name":"Construct Validity","url":"https://www.academia.edu/Documents/in/Construct_Validity?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=77471708]'), work: {"id":77471708,"title":"Measuring public value: scale development and construct validation","created_at":"2022-04-24T10:32:26.385-07:00","url":"https://www.academia.edu/77471708/Measuring_public_value_scale_development_and_construct_validation?f_ri=1073","dom_id":"work_77471708","summary":"The public value concept is highly popular among practitioners and researchers, yet, to further test and develop the construct it needs more diversity in empirical research. We aim to contribute to future empirical public value research by providing a new public value scale based on Meynhardt’s conceptualization of public value. Conducting two empirical surveys with highly representative samples, we have developed and validated a twelve-item public value scale. Additionally, we applied the scale to empirically test what distinguishes public value from adjacent constructs, such as CSR or reputation, and to examine its explanatory power regarding important client/customer outcomes. The scale will allow future research to test extant public value hypotheses more thoroughly than before by using survey or experimental research designs. Practitioners can use the scale to gain a deeper understanding of public evaluation.","downloadable_attachments":[{"id":84802499,"asset_id":77471708,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":183335656,"first_name":"Timo","last_name":"Meynhardt","domain_name":"independent","page_name":"TMeynhardt","display_name":"Timo Meynhardt","profile_url":"https://independent.academia.edu/TMeynhardt?f_ri=1073","photo":"https://0.academia-photos.com/183335656/51346035/39414367/s65_timo.meynhardt.jpeg"}],"research_interests":[{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=1073","nofollow":false},{"id":422,"name":"Computer Science","url":"https://www.academia.edu/Documents/in/Computer_Science?f_ri=1073","nofollow":false},{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":104434,"name":"Construct Validity","url":"https://www.academia.edu/Documents/in/Construct_Validity?f_ri=1073","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_39216435" data-work_id="39216435" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/39216435/%D0%A8%D0%BE%D1%80%D0%B8%D0%BD_%D0%A1_%D0%90_%D0%A3%D0%BF%D1%80%D0%B0%D0%B2%D0%BB%D0%B5%D0%BD%D1%87%D0%B5%D1%81%D0%BA%D0%B0%D1%8F_%D0%B4%D0%B5%D1%8F%D1%82%D0%B5%D0%BB%D1%8C%D0%BD%D0%BE%D1%81%D1%82%D1%8C_%D0%B3%D0%BE%D1%81%D1%83%D0%B4%D0%B0%D1%80%D1%81%D1%82%D0%B2%D0%B0_%D0%BA%D0%B0%D0%BA_%D1%8D%D0%BB%D0%B5%D0%BC%D0%B5%D0%BD%D1%82_%D0%BC%D0%B5%D1%85%D0%B0%D0%BD%D0%B8%D0%B7%D0%BC%D0%B0_%D0%BE%D1%81%D1%83%D1%89%D0%B5%D1%81%D1%82%D0%B2%D0%BB%D0%B5%D0%BD%D0%B8%D1%8F_%D0%B1%D1%8E%D0%B4%D0%B6%D0%B5%D1%82%D0%BD%D1%8B%D1%85_%D1%80%D0%B0%D1%81%D1%85%D0%BE%D0%B4%D0%BE%D0%B2_%D1%84%D0%B8%D0%BD%D0%B0%D0%BD%D1%81%D0%BE%D0%B2%D0%BE_%D0%BF%D1%80%D0%B0%D0%B2%D0%BE%D0%B2%D0%BE%D0%B9_%D0%B0%D0%BD%D0%B0%D0%BB%D0%B8%D0%B7_%D0%A4%D0%B8%D0%BD%D0%B0%D0%BD%D1%81%D0%BE%D0%B2%D0%BE%D0%B5_%D0%BF%D1%80%D0%B0%D0%B2%D0%BE_2019_2_%D0%A1_42_46">Шорин С.А. Управленческая деятельность государства как элемент механизма осуществления бюджетных расходов (финансово-правовой анализ) // Финансовое право. 2019. № 2. С. 42-46.</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Целью настоящей статьи является оценка состояния управленческой деятельности государства в механизме осуществления бюджетных расходов. Автор рассматривает ряд недостатков правового регулирования управленческой деятельности на стадиях... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_39216435" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Целью настоящей статьи является оценка состояния управленческой деятельности государства в механизме осуществления бюджетных расходов. Автор рассматривает ряд недостатков правового регулирования управленческой деятельности на стадиях составления, утверждения законов о бюджетах и внесения изменений в них, а также при осуществлении финансового контроля. В статье отмечаются негативные проявления административного усмотрения при принятии органами государственной власти решений в бюджетной сфере. Автор обращает внимание на отступления от принципа прозрачности при утверждении и внесении изменений в федеральный бюджет. Для решения выявленных проблем предлагается определить порядок подготовки проектов законов о бюджетах и изменений в них в форме приказа Минфина России, при этом установить в Бюджетном кодексе Российской Федерации критерии принятия либо отклонения этих проектов законов и изменений. Также автор приходит к выводу о необходимости закрепления постановлением Правительства Российской Федерации критериев оценки приоритетности бюджетных расходов. Кроме того, целесообразно максимально формализовать и упорядочить правоотношения, возникающие при проведении финансово-контрольных мероприятий, и повысить прозрачность стадий составления и утверждения проектов бюджетов.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/39216435" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="413194c7faa8e69130e00ec02c19dcef" rel="nofollow" data-download="{"attachment_id":59345571,"asset_id":39216435,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/59345571/download_file?st=MTczMzI1NjE2MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="113084836" href="https://independent.academia.edu/SergeyShorin">Sergey Shorin</a><script data-card-contents-for-user="113084836" type="text/json">{"id":113084836,"first_name":"Sergey","last_name":"Shorin","domain_name":"independent","page_name":"SergeyShorin","display_name":"Sergey Shorin","profile_url":"https://independent.academia.edu/SergeyShorin?f_ri=1073","photo":"https://0.academia-photos.com/113084836/137395687/134810778/s65_sergey.shorin.jpg"}</script></span></span></li><li class="js-paper-rank-work_39216435 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="39216435"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 39216435, container: ".js-paper-rank-work_39216435", }); 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Управленческая деятельность государства как элемент механизма осуществления бюджетных расходов (финансово-правовой анализ) // Финансовое право. 2019. № 2. С. 42-46.","created_at":"2019-05-21T13:04:56.002-07:00","url":"https://www.academia.edu/39216435/%D0%A8%D0%BE%D1%80%D0%B8%D0%BD_%D0%A1_%D0%90_%D0%A3%D0%BF%D1%80%D0%B0%D0%B2%D0%BB%D0%B5%D0%BD%D1%87%D0%B5%D1%81%D0%BA%D0%B0%D1%8F_%D0%B4%D0%B5%D1%8F%D1%82%D0%B5%D0%BB%D1%8C%D0%BD%D0%BE%D1%81%D1%82%D1%8C_%D0%B3%D0%BE%D1%81%D1%83%D0%B4%D0%B0%D1%80%D1%81%D1%82%D0%B2%D0%B0_%D0%BA%D0%B0%D0%BA_%D1%8D%D0%BB%D0%B5%D0%BC%D0%B5%D0%BD%D1%82_%D0%BC%D0%B5%D1%85%D0%B0%D0%BD%D0%B8%D0%B7%D0%BC%D0%B0_%D0%BE%D1%81%D1%83%D1%89%D0%B5%D1%81%D1%82%D0%B2%D0%BB%D0%B5%D0%BD%D0%B8%D1%8F_%D0%B1%D1%8E%D0%B4%D0%B6%D0%B5%D1%82%D0%BD%D1%8B%D1%85_%D1%80%D0%B0%D1%81%D1%85%D0%BE%D0%B4%D0%BE%D0%B2_%D1%84%D0%B8%D0%BD%D0%B0%D0%BD%D1%81%D0%BE%D0%B2%D0%BE_%D0%BF%D1%80%D0%B0%D0%B2%D0%BE%D0%B2%D0%BE%D0%B9_%D0%B0%D0%BD%D0%B0%D0%BB%D0%B8%D0%B7_%D0%A4%D0%B8%D0%BD%D0%B0%D0%BD%D1%81%D0%BE%D0%B2%D0%BE%D0%B5_%D0%BF%D1%80%D0%B0%D0%B2%D0%BE_2019_2_%D0%A1_42_46?f_ri=1073","dom_id":"work_39216435","summary":"Целью настоящей статьи является оценка состояния управленческой деятельности государства в механизме осуществления бюджетных расходов. Автор рассматривает ряд недостатков правового регулирования управленческой деятельности на стадиях составления, утверждения законов о бюджетах и внесения изменений в них, а также при осуществлении финансового контроля. В статье отмечаются негативные проявления административного усмотрения при принятии органами государственной власти решений в бюджетной сфере. Автор обращает внимание на отступления от принципа прозрачности при утверждении и внесении изменений в федеральный бюджет. Для решения выявленных проблем предлагается определить порядок подготовки проектов законов о бюджетах и изменений в них в форме приказа Минфина России, при этом установить в Бюджетном кодексе Российской Федерации критерии принятия либо отклонения этих проектов законов и изменений. Также автор приходит к выводу о необходимости закрепления постановлением Правительства Российской Федерации критериев оценки приоритетности бюджетных расходов. Кроме того, целесообразно максимально формализовать и упорядочить правоотношения, возникающие при проведении финансово-контрольных мероприятий, и повысить прозрачность стадий составления и утверждения проектов бюджетов.","downloadable_attachments":[{"id":59345571,"asset_id":39216435,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":113084836,"first_name":"Sergey","last_name":"Shorin","domain_name":"independent","page_name":"SergeyShorin","display_name":"Sergey Shorin","profile_url":"https://independent.academia.edu/SergeyShorin?f_ri=1073","photo":"https://0.academia-photos.com/113084836/137395687/134810778/s65_sergey.shorin.jpg"}],"research_interests":[{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":10725,"name":"Public Budgeting","url":"https://www.academia.edu/Documents/in/Public_Budgeting?f_ri=1073","nofollow":false},{"id":140661,"name":"Budgeting ang budgetary 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Politics and Public Management Rightly Understood</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/47358334" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="1cdc010a9b4a4d138b6e61ffdd5948ea" rel="nofollow" data-download="{"attachment_id":66492079,"asset_id":47358334,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" 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itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="41035506" href="https://tamu.academia.edu/KennethMeier">Kenneth Meier</a><script data-card-contents-for-user="41035506" type="text/json">{"id":41035506,"first_name":"Kenneth","last_name":"Meier","domain_name":"tamu","page_name":"KennethMeier","display_name":"Kenneth Meier","profile_url":"https://tamu.academia.edu/KennethMeier?f_ri=1073","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_27372065 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="27372065"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 27372065, container: ".js-paper-rank-work_27372065", }); });</script></li><li class="js-percentile-work_27372065 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span 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data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="5547" href="https://www.academia.edu/Documents/in/Policy">Policy</a>, <script data-card-contents-for-ri="5547" type="text/json">{"id":5547,"name":"Policy","url":"https://www.academia.edu/Documents/in/Policy?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="9822" href="https://www.academia.edu/Documents/in/Education_Policy">Education Policy</a><script data-card-contents-for-ri="9822" type="text/json">{"id":9822,"name":"Education Policy","url":"https://www.academia.edu/Documents/in/Education_Policy?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new 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Performance","url":"https://www.academia.edu/Documents/in/Student_Performance?f_ri=1073"},{"id":532180,"name":"Educational Achievement","url":"https://www.academia.edu/Documents/in/Educational_Achievement?f_ri=1073"},{"id":868965,"name":"Low Income","url":"https://www.academia.edu/Documents/in/Low_Income?f_ri=1073"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_24705934" data-work_id="24705934" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/24705934/Beyond_Networks_Interlocutory_Coalitions_the_European_and_Global_Legal_Orders">Beyond Networks -Interlocutory Coalitions, the European and Global Legal Orders</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Th is book explores the activism promoted by organised networks of civil society actors in opening up possibilities for more democratic supranational governance. It examines the positive and negative impact that such networks of civil... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_24705934" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Th is book explores the activism promoted by organised networks of civil society actors in opening up possibilities for more democratic supranational governance. It examines the positive and negative impact that such networks of civil society actors – named “interlocutory coalitions” – may have on the convergence of principles of administrative governance across the European legal system and other supranational legal systems.<br />Th e book takes two main controversial aspects into account: the first relates to the convergence between administrative rules pertaining to different supranational regulatory systems. Traditionally, the spread of methods of administrative governance<br />has been depicted primarily against the background of the interactions between the domestic and the supranational arena, both from a top-down and bottom-up perspective. However, the exploration of interactions occurring at the supranational<br />level between legal regimes is still not grounded on adequate empirical evidence.<br />The second controversial aspect considered in this book consists of the role of civil society actors operating at the supranational level. In its discussion of the first aspect, the book focuses on the relations between the European administrative law and the<br />administrative principles of law pertaining to other supranational regulatory regimes and regulators, including the World Bank, the International Monetary Fund, the World Trade Organization, the United Nations, the Organization for Economic Cooperation and Development, the Asian Development Bank, and the Council of<br />Europe. The examination of the second aspect involves the exploration of the still little examined, but crucial, role of civil society organised networks in shaping global administrative law. These “interlocutory coalitions” include NGOs, think tanks,<br />foundations, universities, and occasionally activists with no formal connections to civil society organisations. Th e book describes such interlocutory coalitions as drivers of harmonized principles of participatory democracy at the European and global levels.<br />However, interlocutory coalitions show a number of tensions (e.g. the governability of coalitions, the competition among them) that may hamper the impact they have on the reconfi guration of individuals’ rights, entitlements and responsibilities in the global arena.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/24705934" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="6f7df6978c8bac1efd666bdde2c7dc74" rel="nofollow" data-download="{"attachment_id":45038983,"asset_id":24705934,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/45038983/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="431669" href="https://nyu.academia.edu/GianlucaSgueo">Gianluca Sgueo</a><script data-card-contents-for-user="431669" type="text/json">{"id":431669,"first_name":"Gianluca","last_name":"Sgueo","domain_name":"nyu","page_name":"GianlucaSgueo","display_name":"Gianluca Sgueo","profile_url":"https://nyu.academia.edu/GianlucaSgueo?f_ri=1073","photo":"https://0.academia-photos.com/431669/101802/16211080/s65_gianluca.sgueo.jpg"}</script></span></span></li><li class="js-paper-rank-work_24705934 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="24705934"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 24705934, container: ".js-paper-rank-work_24705934", }); 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It examines the positive and negative impact that such networks of civil society actors – named “interlocutory coalitions” – may have on the convergence of principles of administrative governance across the European legal system and other supranational legal systems.\nTh e book takes two main controversial aspects into account: the first relates to the convergence between administrative rules pertaining to different supranational regulatory systems. Traditionally, the spread of methods of administrative governance\nhas been depicted primarily against the background of the interactions between the domestic and the supranational arena, both from a top-down and bottom-up perspective. However, the exploration of interactions occurring at the supranational\nlevel between legal regimes is still not grounded on adequate empirical evidence.\nThe second controversial aspect considered in this book consists of the role of civil society actors operating at the supranational level. In its discussion of the first aspect, the book focuses on the relations between the European administrative law and the\nadministrative principles of law pertaining to other supranational regulatory regimes and regulators, including the World Bank, the International Monetary Fund, the World Trade Organization, the United Nations, the Organization for Economic Cooperation and Development, the Asian Development Bank, and the Council of\nEurope. The examination of the second aspect involves the exploration of the still little examined, but crucial, role of civil society organised networks in shaping global administrative law. These “interlocutory coalitions” include NGOs, think tanks,\nfoundations, universities, and occasionally activists with no formal connections to civil society organisations. Th e book describes such interlocutory coalitions as drivers of harmonized principles of participatory democracy at the European and global levels.\nHowever, interlocutory coalitions show a number of tensions (e.g. the governability of coalitions, the competition among them) that may hamper the impact they have on the reconfi guration of individuals’ rights, entitlements and responsibilities in the global arena.","downloadable_attachments":[{"id":45038983,"asset_id":24705934,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":431669,"first_name":"Gianluca","last_name":"Sgueo","domain_name":"nyu","page_name":"GianlucaSgueo","display_name":"Gianluca Sgueo","profile_url":"https://nyu.academia.edu/GianlucaSgueo?f_ri=1073","photo":"https://0.academia-photos.com/431669/101802/16211080/s65_gianluca.sgueo.jpg"}],"research_interests":[{"id":797,"name":"International 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Policy","url":"https://www.academia.edu/Documents/in/Public_Policy?f_ri=1073"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_14193699 coauthored" data-work_id="14193699" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/14193699/Enhancing_Community_Leadership_Negotiation_Skills_to_Build_Civic_Capacity">Enhancing Community Leadership Negotiation Skills to Build Civic Capacity</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Most intra- and interorganizational decision making entails negotia- tions, and even naturally talented negotiators can improve with training. Executive trainings for managers and leadership programs for publicly elected officials, public... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_14193699" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Most intra- and interorganizational decision making entails negotia- tions, and even naturally talented negotiators can improve with training. Executive trainings for managers and leadership programs for publicly elected officials, public managers, and nongovernmental organizations frequently include negotiation modules. These efforts, however, have yet to reach community leaders who also need to develop their negotiation skills. Weproposethatmembersofdisadvantagedlow-incomecommunities who lack educational and</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/14193699" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="208b4f4b8ed87be2d6b087cd346f9f1e" rel="nofollow" data-download="{"attachment_id":38231123,"asset_id":14193699,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/38231123/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="33178913" href="https://haifa.academia.edu/DeborahShmueli">Deborah Shmueli</a><script data-card-contents-for-user="33178913" type="text/json">{"id":33178913,"first_name":"Deborah","last_name":"Shmueli","domain_name":"haifa","page_name":"DeborahShmueli","display_name":"Deborah Shmueli","profile_url":"https://haifa.academia.edu/DeborahShmueli?f_ri=1073","photo":"/images/s65_no_pic.png"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-14193699">+1</span><div class="hidden js-additional-users-14193699"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://csuohio.academia.edu/SKaufman">Sanda Kaufman</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-14193699'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-14193699').html(); 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container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_14193699 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="14193699"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 14193699; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=14193699]").text(description); $(".js-view-count-work_14193699").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_14193699").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="14193699"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="534" href="https://www.academia.edu/Documents/in/Law">Law</a>, <script data-card-contents-for-ri="534" type="text/json">{"id":534,"name":"Law","url":"https://www.academia.edu/Documents/in/Law?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1681" href="https://www.academia.edu/Documents/in/Decision_Making">Decision Making</a>, <script data-card-contents-for-ri="1681" type="text/json">{"id":1681,"name":"Decision Making","url":"https://www.academia.edu/Documents/in/Decision_Making?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="10419" href="https://www.academia.edu/Documents/in/Negotiation">Negotiation</a><script data-card-contents-for-ri="10419" type="text/json">{"id":10419,"name":"Negotiation","url":"https://www.academia.edu/Documents/in/Negotiation?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=14193699]'), work: {"id":14193699,"title":"Enhancing Community Leadership Negotiation Skills to Build Civic Capacity","created_at":"2015-07-19T13:31:27.389-07:00","url":"https://www.academia.edu/14193699/Enhancing_Community_Leadership_Negotiation_Skills_to_Build_Civic_Capacity?f_ri=1073","dom_id":"work_14193699","summary":"Most intra- and interorganizational decision making entails negotia- tions, and even naturally talented negotiators can improve with training. Executive trainings for managers and leadership programs for publicly elected officials, public managers, and nongovernmental organizations frequently include negotiation modules. These efforts, however, have yet to reach community leaders who also need to develop their negotiation skills. Weproposethatmembersofdisadvantagedlow-incomecommunities who lack educational and","downloadable_attachments":[{"id":38231123,"asset_id":14193699,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":33178913,"first_name":"Deborah","last_name":"Shmueli","domain_name":"haifa","page_name":"DeborahShmueli","display_name":"Deborah Shmueli","profile_url":"https://haifa.academia.edu/DeborahShmueli?f_ri=1073","photo":"/images/s65_no_pic.png"},{"id":7097133,"first_name":"Sanda","last_name":"Kaufman","domain_name":"csuohio","page_name":"SKaufman","display_name":"Sanda Kaufman","profile_url":"https://csuohio.academia.edu/SKaufman?f_ri=1073","photo":"https://0.academia-photos.com/7097133/3108152/39787017/s65_sanda.kaufman.png"}],"research_interests":[{"id":534,"name":"Law","url":"https://www.academia.edu/Documents/in/Law?f_ri=1073","nofollow":false},{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":1681,"name":"Decision Making","url":"https://www.academia.edu/Documents/in/Decision_Making?f_ri=1073","nofollow":false},{"id":10419,"name":"Negotiation","url":"https://www.academia.edu/Documents/in/Negotiation?f_ri=1073","nofollow":false},{"id":64106,"name":"Nongovernmental organizations","url":"https://www.academia.edu/Documents/in/Nongovernmental_organizations?f_ri=1073"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=1073"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_11544677 coauthored" data-work_id="11544677" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/11544677/Quality_management_in_public_adminsitration_master_programs_towards_a_holistic_approach">Quality management in public adminsitration master programs: towards a holistic approach</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Under influence of the Bologna process, the Catholic University of Leuven (K.U.Leuven) reinforced its efforts in developing a culture of quality in its educational programs. This article deals with the development and the content of the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_11544677" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Under influence of the Bologna process, the Catholic University of Leuven (K.U.Leuven) reinforced its efforts in developing a culture of quality in its educational programs. This article deals with the development and the content of the concept of quality ‘Guided Independent Learning’ (GIL) and its operationalization in two master programs that the Public Management Institute organizes at the K.U.Leuven: the Master of European Politics and Policies (MEPP), and the Master in Public Management and Public Policy (MPMP). An all-comprehensive educational concept requires an all-comprehensive strategy for quality assurance. Of this strategy, this article describes and analyzes both internal and external mechanisms for quality protection as two communicating <br />barrels. <br />According to the authors, the development of a university-wide didactical framework has been instrumental for <br />improving the quality assurance processes of the two master programs. Triggered by the BaMa reforms, the diffusion of the GIL concept served a strategic momentum to assess the implicitly existing quality standards and elevate them to a more explicit level. Especially for the MPMP program, which prepared itself to operate at the initial master’s level, the opportunity was taken to reconceptualize its curriculum in conformity with the GIL norms. <br />The article finishes on a critical note. Despite its beneficial consequences, the top-down quality improvement measurements also involve some critical challenges: time investment and the translation of the generally formulated <br />pedagogical terminology into a specific public administration/public management setting.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/11544677" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="ce64678b8cb987d0d7db5c3b9edf11b0" rel="nofollow" data-download="{"attachment_id":37044482,"asset_id":11544677,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/37044482/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="28144115" href="https://kuleuven.academia.edu/BrunoBroucker">Bruno Broucker</a><script data-card-contents-for-user="28144115" type="text/json">{"id":28144115,"first_name":"Bruno","last_name":"Broucker","domain_name":"kuleuven","page_name":"BrunoBroucker","display_name":"Bruno Broucker","profile_url":"https://kuleuven.academia.edu/BrunoBroucker?f_ri=1073","photo":"https://0.academia-photos.com/28144115/7971321/8928865/s65_bruno.broucker.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-11544677">+1</span><div class="hidden js-additional-users-11544677"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://leidenuni.academia.edu/Val%C3%A9riePattyn">Valérie Pattyn</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-11544677'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-11544677').html(); 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container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_11544677 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="11544677"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 11544677; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=11544677]").text(description); $(".js-view-count-work_11544677").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_11544677").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="11544677"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="21635" href="https://www.academia.edu/Documents/in/Accreditation_and_Quality_Assurance">Accreditation and Quality Assurance</a>, <script data-card-contents-for-ri="21635" type="text/json">{"id":21635,"name":"Accreditation and Quality Assurance","url":"https://www.academia.edu/Documents/in/Accreditation_and_Quality_Assurance?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="24265" href="https://www.academia.edu/Documents/in/Quality_assurance_in_Higher_Education">Quality assurance in Higher Education</a><script data-card-contents-for-ri="24265" type="text/json">{"id":24265,"name":"Quality assurance in Higher Education","url":"https://www.academia.edu/Documents/in/Quality_assurance_in_Higher_Education?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=11544677]'), work: {"id":11544677,"title":"Quality management in public adminsitration master programs: towards a holistic approach","created_at":"2015-03-20T03:39:13.231-07:00","url":"https://www.academia.edu/11544677/Quality_management_in_public_adminsitration_master_programs_towards_a_holistic_approach?f_ri=1073","dom_id":"work_11544677","summary":"Under influence of the Bologna process, the Catholic University of Leuven (K.U.Leuven) reinforced its efforts in developing a culture of quality in its educational programs. This article deals with the development and the content of the concept of quality ‘Guided Independent Learning’ (GIL) and its operationalization in two master programs that the Public Management Institute organizes at the K.U.Leuven: the Master of European Politics and Policies (MEPP), and the Master in Public Management and Public Policy (MPMP). An all-comprehensive educational concept requires an all-comprehensive strategy for quality assurance. Of this strategy, this article describes and analyzes both internal and external mechanisms for quality protection as two communicating\r\nbarrels. \r\nAccording to the authors, the development of a university-wide didactical framework has been instrumental for\r\nimproving the quality assurance processes of the two master programs. Triggered by the BaMa reforms, the diffusion of the GIL concept served a strategic momentum to assess the implicitly existing quality standards and elevate them to a more explicit level. Especially for the MPMP program, which prepared itself to operate at the initial master’s level, the opportunity was taken to reconceptualize its curriculum in conformity with the GIL norms.\r\nThe article finishes on a critical note. Despite its beneficial consequences, the top-down quality improvement measurements also involve some critical challenges: time investment and the translation of the generally formulated\r\npedagogical terminology into a specific public administration/public management setting.","downloadable_attachments":[{"id":37044482,"asset_id":11544677,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":28144115,"first_name":"Bruno","last_name":"Broucker","domain_name":"kuleuven","page_name":"BrunoBroucker","display_name":"Bruno Broucker","profile_url":"https://kuleuven.academia.edu/BrunoBroucker?f_ri=1073","photo":"https://0.academia-photos.com/28144115/7971321/8928865/s65_bruno.broucker.jpg"},{"id":24719656,"first_name":"Valérie","last_name":"Pattyn","domain_name":"leidenuni","page_name":"ValériePattyn","display_name":"Valérie Pattyn","profile_url":"https://leidenuni.academia.edu/Val%C3%A9riePattyn?f_ri=1073","photo":"https://0.academia-photos.com/24719656/6714125/7985840/s65_val_rie.pattyn.jpg"}],"research_interests":[{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":21635,"name":"Accreditation and Quality Assurance","url":"https://www.academia.edu/Documents/in/Accreditation_and_Quality_Assurance?f_ri=1073","nofollow":false},{"id":24265,"name":"Quality assurance in Higher Education","url":"https://www.academia.edu/Documents/in/Quality_assurance_in_Higher_Education?f_ri=1073","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_43273707" data-work_id="43273707" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/43273707/Government_Performance_Management_System_Concepts_and_Contents">Government Performance Management System: Concepts & Contents</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest">This paper is about the Government Performance Management System.</div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/43273707" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="217565e30a935826904ab254ae45f4fd" rel="nofollow" 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})();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_78681046" data-work_id="78681046" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/78681046/INVESTIGATION_OF_THE_EDUCATIONAL_NEEDS_OF_CIVIL_SERVANTS_DURING_THE_PERIOD_OF_THE_HEALTH_CRISIS_COVID_19_THE_CASE_STUDY_OF_THE_SINGLE_PAYMENT_AUTHORITY_TO_IMPROVE_ITS_FUNCTIONING">INVESTIGATION OF THE EDUCATIONAL NEEDS OF CIVIL SERVANTS DURING THE PERIOD OF THE HEALTH CRISIS COVID 19 - THE CASE STUDY OF THE SINGLE PAYMENT AUTHORITY TO IMPROVE ITS FUNCTIONING</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The Single Payment Authority (SPA) is a Public Organization that complies with the most modern management systems, seeking the maximum utilization of human resources and a high degree of effectiveness and efficiency in Greece and... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_78681046" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The Single Payment Authority (SPA) is a Public Organization that complies with the most <br />modern management systems, seeking the maximum utilization of human resources and <br />a high degree of effectiveness and efficiency in Greece and Europe. The present study <br />attempts to investigate the training needs, attitudes, and views of the staff of the SPA in <br />the context of reform actions and modernization of the Public Administration. The <br />necessity of the study is considered important so that the personnel managed by SPA are <br />able to face the challenges and respond to crisis conditions. The aim of the study is to <br />highlight the benefits civil servants gain by attending training programs, identify the <br />barriers hindering their participation in the training programs offered and define new <br />subjects for training programs that will cover the modern needs of SPA employees. The <br />sources of investigation for the systematic collection of information and data analysis <br />were based on the method of triangulation with literature review, interviews and <br />questionnaires ensuring validity and activating the meritocratic judgment. From the <br />research results, it becomes clear that the training in the public sector needs to improve <br />in terms of subject areas, methodology, as well as adult educational methods and <br />techniques in order to satisfy the constantly changing needs of the services. Needs <br />analysis must be included as a vital step of any educational program design in order to <br />meet the needs of SPA employees today, thus upgrading the services and facilitating its <br />development</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/78681046" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="44fa052ba215796d75d4a8a8b71a222e" rel="nofollow" data-download="{"attachment_id":85643286,"asset_id":78681046,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/85643286/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="28501088" href="https://independent.academia.edu/OBOUSIOU">OURANIA BOUSIOU</a><script data-card-contents-for-user="28501088" type="text/json">{"id":28501088,"first_name":"OURANIA","last_name":"BOUSIOU","domain_name":"independent","page_name":"OBOUSIOU","display_name":"OURANIA BOUSIOU","profile_url":"https://independent.academia.edu/OBOUSIOU?f_ri=1073","photo":"https://0.academia-photos.com/28501088/13650887/14793278/s65_ourania.bousiou.jpg"}</script></span></span></li><li class="js-paper-rank-work_78681046 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="78681046"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 78681046, container: ".js-paper-rank-work_78681046", }); });</script></li><li class="js-percentile-work_78681046 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 78681046; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_78681046"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_78681046 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="78681046"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 78681046; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=78681046]").text(description); $(".js-view-count-work_78681046").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_78681046").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="78681046"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">9</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="3023" href="https://www.academia.edu/Documents/in/Training_and_Development">Training and Development</a>, <script data-card-contents-for-ri="3023" type="text/json">{"id":3023,"name":"Training and Development","url":"https://www.academia.edu/Documents/in/Training_and_Development?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="6196" href="https://www.academia.edu/Documents/in/Adult_Continuing_and_Professional_Education">Adult Continuing and Professional Education</a>, <script data-card-contents-for-ri="6196" type="text/json">{"id":6196,"name":"Adult Continuing and Professional Education","url":"https://www.academia.edu/Documents/in/Adult_Continuing_and_Professional_Education?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="17771" href="https://www.academia.edu/Documents/in/Adult_and_Continuing_Education">Adult and Continuing Education</a><script data-card-contents-for-ri="17771" type="text/json">{"id":17771,"name":"Adult and Continuing Education","url":"https://www.academia.edu/Documents/in/Adult_and_Continuing_Education?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=78681046]'), work: {"id":78681046,"title":"INVESTIGATION OF THE EDUCATIONAL NEEDS OF CIVIL SERVANTS DURING THE PERIOD OF THE HEALTH CRISIS COVID 19 - THE CASE STUDY OF THE SINGLE PAYMENT AUTHORITY TO IMPROVE ITS FUNCTIONING","created_at":"2022-05-07T07:50:42.506-07:00","url":"https://www.academia.edu/78681046/INVESTIGATION_OF_THE_EDUCATIONAL_NEEDS_OF_CIVIL_SERVANTS_DURING_THE_PERIOD_OF_THE_HEALTH_CRISIS_COVID_19_THE_CASE_STUDY_OF_THE_SINGLE_PAYMENT_AUTHORITY_TO_IMPROVE_ITS_FUNCTIONING?f_ri=1073","dom_id":"work_78681046","summary":"The Single Payment Authority (SPA) is a Public Organization that complies with the most \nmodern management systems, seeking the maximum utilization of human resources and \na high degree of effectiveness and efficiency in Greece and Europe. The present study \nattempts to investigate the training needs, attitudes, and views of the staff of the SPA in \nthe context of reform actions and modernization of the Public Administration. The \nnecessity of the study is considered important so that the personnel managed by SPA are \nable to face the challenges and respond to crisis conditions. The aim of the study is to \nhighlight the benefits civil servants gain by attending training programs, identify the \nbarriers hindering their participation in the training programs offered and define new \nsubjects for training programs that will cover the modern needs of SPA employees. The \nsources of investigation for the systematic collection of information and data analysis \nwere based on the method of triangulation with literature review, interviews and \nquestionnaires ensuring validity and activating the meritocratic judgment. From the \nresearch results, it becomes clear that the training in the public sector needs to improve \nin terms of subject areas, methodology, as well as adult educational methods and \ntechniques in order to satisfy the constantly changing needs of the services. Needs \nanalysis must be included as a vital step of any educational program design in order to \nmeet the needs of SPA employees today, thus upgrading the services and facilitating its \ndevelopment","downloadable_attachments":[{"id":85643286,"asset_id":78681046,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":28501088,"first_name":"OURANIA","last_name":"BOUSIOU","domain_name":"independent","page_name":"OBOUSIOU","display_name":"OURANIA BOUSIOU","profile_url":"https://independent.academia.edu/OBOUSIOU?f_ri=1073","photo":"https://0.academia-photos.com/28501088/13650887/14793278/s65_ourania.bousiou.jpg"}],"research_interests":[{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":3023,"name":"Training and Development","url":"https://www.academia.edu/Documents/in/Training_and_Development?f_ri=1073","nofollow":false},{"id":6196,"name":"Adult Continuing and Professional Education","url":"https://www.academia.edu/Documents/in/Adult_Continuing_and_Professional_Education?f_ri=1073","nofollow":false},{"id":17771,"name":"Adult and Continuing Education","url":"https://www.academia.edu/Documents/in/Adult_and_Continuing_Education?f_ri=1073","nofollow":false},{"id":102972,"name":"Life Long Learning","url":"https://www.academia.edu/Documents/in/Life_Long_Learning?f_ri=1073"},{"id":167436,"name":"Training Needs Analysis","url":"https://www.academia.edu/Documents/in/Training_Needs_Analysis?f_ri=1073"},{"id":343183,"name":"On the Job Training","url":"https://www.academia.edu/Documents/in/On_the_Job_Training?f_ri=1073"},{"id":507653,"name":"Special needs education","url":"https://www.academia.edu/Documents/in/Special_needs_education?f_ri=1073"},{"id":1743306,"name":"Continuing Studies","url":"https://www.academia.edu/Documents/in/Continuing_Studies?f_ri=1073"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_73003145" data-work_id="73003145" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/73003145/Towards_a_servitization_of_innovation_networks_a_mapping">Towards a servitization of innovation networks: a mapping</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/73003145" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="0c5a105fb8bfd3a0c8fa15adde227cc3" rel="nofollow" data-download="{"attachment_id":81698689,"asset_id":73003145,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/81698689/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="38939394" href="https://univ-lille1.academia.edu/Fa%C3%AFzGallouj">Faïz Gallouj</a><script data-card-contents-for-user="38939394" type="text/json">{"id":38939394,"first_name":"Faïz","last_name":"Gallouj","domain_name":"univ-lille1","page_name":"FaïzGallouj","display_name":"Faïz Gallouj","profile_url":"https://univ-lille1.academia.edu/Fa%C3%AFzGallouj?f_ri=1073","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_73003145 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="73003145"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 73003145, container: ".js-paper-rank-work_73003145", }); });</script></li><li class="js-percentile-work_73003145 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 73003145; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_73003145"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_73003145 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="73003145"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 73003145; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=73003145]").text(description); $(".js-view-count-work_73003145").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_73003145").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="73003145"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="73149" href="https://www.academia.edu/Documents/in/Business_and_Management">Business and Management</a>, <script data-card-contents-for-ri="73149" type="text/json">{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="380315" href="https://www.academia.edu/Documents/in/Public_Administration_and_Policy">Public Administration and Policy</a><script data-card-contents-for-ri="380315" type="text/json">{"id":380315,"name":"Public Administration and Policy","url":"https://www.academia.edu/Documents/in/Public_Administration_and_Policy?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=73003145]'), work: {"id":73003145,"title":"Towards a servitization of innovation networks: a mapping","created_at":"2022-03-04T00:47:47.112-08:00","url":"https://www.academia.edu/73003145/Towards_a_servitization_of_innovation_networks_a_mapping?f_ri=1073","dom_id":"work_73003145","summary":null,"downloadable_attachments":[{"id":81698689,"asset_id":73003145,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":38939394,"first_name":"Faïz","last_name":"Gallouj","domain_name":"univ-lille1","page_name":"FaïzGallouj","display_name":"Faïz Gallouj","profile_url":"https://univ-lille1.academia.edu/Fa%C3%AFzGallouj?f_ri=1073","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=1073","nofollow":false},{"id":380315,"name":"Public Administration and Policy","url":"https://www.academia.edu/Documents/in/Public_Administration_and_Policy?f_ri=1073","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_67896252" data-work_id="67896252" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/67896252/Culture_and_Strategic_Alliance_Management_in_Papua_New_Guinea">Culture and Strategic Alliance Management in Papua New Guinea</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Culture should be considered as a strategic issue in the management of strategic alliances that involve companies from the West and developing countries and from the public and private sector realm. In-depth interviews along the case... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_67896252" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Culture should be considered as a strategic issue in the management of strategic alliances that involve companies from the West and developing countries and from the public and private sector realm. In-depth interviews along the case study method with local and global alliance managers in Papua New Guinea reveals that culture has a direct bearing on alliance performance and therefore should not be relegated to backstage as being merely part of the remote macroenvironment. The research shows that exposure to, and training in, cross-cultural management skills enhances the alliance management process, public-private sector alliances present special challenges when there are wide culture gaps and institutional structure differences, culture has more impact on alliance implementation and performance than on strategy formulation, and cultural-fit between partners is easily realised where there are shared values. The few alliances that took culture seriously were the ones that survived whi...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/67896252" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="3f6ad074f01d83771458967c6982a877" rel="nofollow" data-download="{"attachment_id":78572477,"asset_id":67896252,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/78572477/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="170035603" href="https://jamescookuniversity.academia.edu/DavidKavanamur">David Kavanamur</a><script data-card-contents-for-user="170035603" type="text/json">{"id":170035603,"first_name":"David","last_name":"Kavanamur","domain_name":"jamescookuniversity","page_name":"DavidKavanamur","display_name":"David Kavanamur","profile_url":"https://jamescookuniversity.academia.edu/DavidKavanamur?f_ri=1073","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_67896252 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="67896252"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 67896252, container: ".js-paper-rank-work_67896252", }); });</script></li><li class="js-percentile-work_67896252 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 67896252; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_67896252"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_67896252 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="67896252"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 67896252; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=67896252]").text(description); $(".js-view-count-work_67896252").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_67896252").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="67896252"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">2</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="26" href="https://www.academia.edu/Documents/in/Business">Business</a>, <script data-card-contents-for-ri="26" type="text/json">{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a><script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=67896252]'), work: {"id":67896252,"title":"Culture and Strategic Alliance Management in Papua New Guinea","created_at":"2022-01-12T21:24:57.744-08:00","url":"https://www.academia.edu/67896252/Culture_and_Strategic_Alliance_Management_in_Papua_New_Guinea?f_ri=1073","dom_id":"work_67896252","summary":"Culture should be considered as a strategic issue in the management of strategic alliances that involve companies from the West and developing countries and from the public and private sector realm. In-depth interviews along the case study method with local and global alliance managers in Papua New Guinea reveals that culture has a direct bearing on alliance performance and therefore should not be relegated to backstage as being merely part of the remote macroenvironment. The research shows that exposure to, and training in, cross-cultural management skills enhances the alliance management process, public-private sector alliances present special challenges when there are wide culture gaps and institutional structure differences, culture has more impact on alliance implementation and performance than on strategy formulation, and cultural-fit between partners is easily realised where there are shared values. The few alliances that took culture seriously were the ones that survived whi...","downloadable_attachments":[{"id":78572477,"asset_id":67896252,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":170035603,"first_name":"David","last_name":"Kavanamur","domain_name":"jamescookuniversity","page_name":"DavidKavanamur","display_name":"David Kavanamur","profile_url":"https://jamescookuniversity.academia.edu/DavidKavanamur?f_ri=1073","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=1073","nofollow":false},{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_54377538" data-work_id="54377538" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/54377538/The_Role_of_the_Public_Manager_in_Inclusion_Creating_Communities_of_Participation">The Role of the Public Manager in Inclusion: Creating Communities of Participation</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/54377538" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="643b88d83826615bf6a229b1dc931c09" rel="nofollow" data-download="{"attachment_id":70770621,"asset_id":54377538,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/70770621/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="35973230" href="https://independent.academia.edu/FeldmanMartha">Martha Feldman</a><script data-card-contents-for-user="35973230" type="text/json">{"id":35973230,"first_name":"Martha","last_name":"Feldman","domain_name":"independent","page_name":"FeldmanMartha","display_name":"Martha Feldman","profile_url":"https://independent.academia.edu/FeldmanMartha?f_ri=1073","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_54377538 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="54377538"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 54377538, container: ".js-paper-rank-work_54377538", }); 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$(".js-view-count[data-work-id=54377538]").text(description); $(".js-view-count-work_54377538").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_54377538").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="54377538"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4486" href="https://www.academia.edu/Documents/in/Political_Science">Political Science</a>, <script data-card-contents-for-ri="4486" type="text/json">{"id":4486,"name":"Political Science","url":"https://www.academia.edu/Documents/in/Political_Science?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="5167" href="https://www.academia.edu/Documents/in/Governance">Governance</a>, <script data-card-contents-for-ri="5167" type="text/json">{"id":5167,"name":"Governance","url":"https://www.academia.edu/Documents/in/Governance?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="380315" href="https://www.academia.edu/Documents/in/Public_Administration_and_Policy">Public Administration and Policy</a><script data-card-contents-for-ri="380315" type="text/json">{"id":380315,"name":"Public Administration and Policy","url":"https://www.academia.edu/Documents/in/Public_Administration_and_Policy?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=54377538]'), work: {"id":54377538,"title":"The Role of the Public Manager in Inclusion: Creating Communities of Participation","created_at":"2021-09-30T10:14:41.039-07:00","url":"https://www.academia.edu/54377538/The_Role_of_the_Public_Manager_in_Inclusion_Creating_Communities_of_Participation?f_ri=1073","dom_id":"work_54377538","summary":null,"downloadable_attachments":[{"id":70770621,"asset_id":54377538,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":35973230,"first_name":"Martha","last_name":"Feldman","domain_name":"independent","page_name":"FeldmanMartha","display_name":"Martha Feldman","profile_url":"https://independent.academia.edu/FeldmanMartha?f_ri=1073","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":4486,"name":"Political Science","url":"https://www.academia.edu/Documents/in/Political_Science?f_ri=1073","nofollow":false},{"id":5167,"name":"Governance","url":"https://www.academia.edu/Documents/in/Governance?f_ri=1073","nofollow":false},{"id":380315,"name":"Public Administration and Policy","url":"https://www.academia.edu/Documents/in/Public_Administration_and_Policy?f_ri=1073","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_43621020" data-work_id="43621020" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/43621020/The_Public_Service_Qualitative_Dimensions_from_the_Citizen_Customers_perspective_A_Literature_Review_and_Conceptual_Model">The Public Service Qualitative Dimensions from the Citizen-Customers perspective: A Literature Review and Conceptual Model</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The purpose of this paper is to contribute to the understanding of public service quality in its relationship with citizen-customers satisfaction. The methodological choice consists of a synthesis of public service theories, a conceptual... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_43621020" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The purpose of this paper is to contribute to the understanding of public service quality in its relationship with citizen-customers satisfaction. The methodological choice consists of a synthesis of public service theories, a conceptual frameworks of service marketing and models of service quality. This theoretical synthesis made also possible to discuss the concepts of service quality and their application in the context of public administration. Thus, this article proposes a conceptual model of quality based on seven qualitative dimensions of the public service influencing citizen-customers satisfaction. The theoretical results indicate that these qualitative dimensions make it possible to grasp the contribution of quality to mastering the complexity of public service through citizen-customers satisfaction.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/43621020" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="6740e3836ec42057ed0ad23087c51f28" rel="nofollow" data-download="{"attachment_id":63921852,"asset_id":43621020,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/63921852/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="162671375" href="https://enstetouanet.academia.edu/ABDELMAJIDHADDAD">ABDELMAJID HADDAD</a><script data-card-contents-for-user="162671375" type="text/json">{"id":162671375,"first_name":"ABDELMAJID","last_name":"HADDAD","domain_name":"enstetouanet","page_name":"ABDELMAJIDHADDAD","display_name":"ABDELMAJID HADDAD","profile_url":"https://enstetouanet.academia.edu/ABDELMAJIDHADDAD?f_ri=1073","photo":"https://0.academia-photos.com/162671375/45960250/35668808/s65_abdelmajid.haddad.jpg"}</script></span></span></li><li class="js-paper-rank-work_43621020 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="43621020"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 43621020, container: ".js-paper-rank-work_43621020", }); 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$(".js-view-count[data-work-id=43621020]").text(description); $(".js-view-count-work_43621020").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_43621020").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="43621020"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="5628" href="https://www.academia.edu/Documents/in/Service_Quality">Service Quality</a>, <script data-card-contents-for-ri="5628" type="text/json">{"id":5628,"name":"Service Quality","url":"https://www.academia.edu/Documents/in/Service_Quality?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="328349" href="https://www.academia.edu/Documents/in/Public_Service_Management">Public Service Management</a>, <script data-card-contents-for-ri="328349" type="text/json">{"id":328349,"name":"Public Service Management","url":"https://www.academia.edu/Documents/in/Public_Service_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="983469" href="https://www.academia.edu/Documents/in/Governance_Reforms">Governance Reforms</a><script data-card-contents-for-ri="983469" type="text/json">{"id":983469,"name":"Governance Reforms","url":"https://www.academia.edu/Documents/in/Governance_Reforms?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=43621020]'), work: {"id":43621020,"title":"The Public Service Qualitative Dimensions from the Citizen-Customers perspective: A Literature Review and Conceptual Model","created_at":"2020-07-14T16:55:39.638-07:00","url":"https://www.academia.edu/43621020/The_Public_Service_Qualitative_Dimensions_from_the_Citizen_Customers_perspective_A_Literature_Review_and_Conceptual_Model?f_ri=1073","dom_id":"work_43621020","summary":"The purpose of this paper is to contribute to the understanding of public service quality in its relationship with citizen-customers satisfaction. The methodological choice consists of a synthesis of public service theories, a conceptual frameworks of service marketing and models of service quality. This theoretical synthesis made also possible to discuss the concepts of service quality and their application in the context of public administration. Thus, this article proposes a conceptual model of quality based on seven qualitative dimensions of the public service influencing citizen-customers satisfaction. The theoretical results indicate that these qualitative dimensions make it possible to grasp the contribution of quality to mastering the complexity of public service through citizen-customers satisfaction.","downloadable_attachments":[{"id":63921852,"asset_id":43621020,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":162671375,"first_name":"ABDELMAJID","last_name":"HADDAD","domain_name":"enstetouanet","page_name":"ABDELMAJIDHADDAD","display_name":"ABDELMAJID HADDAD","profile_url":"https://enstetouanet.academia.edu/ABDELMAJIDHADDAD?f_ri=1073","photo":"https://0.academia-photos.com/162671375/45960250/35668808/s65_abdelmajid.haddad.jpg"}],"research_interests":[{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":5628,"name":"Service Quality","url":"https://www.academia.edu/Documents/in/Service_Quality?f_ri=1073","nofollow":false},{"id":328349,"name":"Public Service Management","url":"https://www.academia.edu/Documents/in/Public_Service_Management?f_ri=1073","nofollow":false},{"id":983469,"name":"Governance Reforms","url":"https://www.academia.edu/Documents/in/Governance_Reforms?f_ri=1073","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_11198390" data-work_id="11198390" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/11198390/Path_dependence_em_pol%C3%ADticas_p%C3%BAblicas_um_estudo_do_caso_das_pol%C3%ADticas_antipobreza_no_M%C3%A9xico_Brasil_e_Peru">Path dependence em políticas públicas: um estudo do caso das políticas antipobreza no México, Brasil e Peru</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Especially after 1990, a kind of homogeneity has been seen in the design of poverty alleviation policies in Latin America. The studies about the formulation of social policies have been given good experiences by Latin America countries,... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_11198390" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Especially after 1990, a kind of homogeneity has been seen in the design of<br />poverty alleviation policies in Latin America. The studies about the formulation of social policies<br />have been given good experiences by Latin America countries, particularly regarding anti-poverty<br />policies. This paper studied the evolution details about the design of mitigation poverty programs<br />implemented in Mexico, Brazil and Peru. These countries were chosen as representative cases<br />concerned with poverty alleviation schemes in the region. The methodology used the path<br />dependence concept to analyze anti-poverty schemes designed by these countries. This paper<br />focused on Conditional Cash Transfer and anti-poverty strategies implemented in these three<br />countries. The research showed evidence of a learning process during the path dependence<br />procedure among the formulation of anti-poverty schemes in Mexico, Brazil and Peru.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/11198390" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="d27ac4f4a52486c49ef118221103979d" rel="nofollow" data-download="{"attachment_id":36824821,"asset_id":11198390,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/36824821/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="11514029" href="https://unifesp.academia.edu/LucianaRosadeSouza">Luciana Rosa de Souza</a><script data-card-contents-for-user="11514029" type="text/json">{"id":11514029,"first_name":"Luciana","last_name":"Rosa de Souza","domain_name":"unifesp","page_name":"LucianaRosadeSouza","display_name":"Luciana Rosa de Souza","profile_url":"https://unifesp.academia.edu/LucianaRosadeSouza?f_ri=1073","photo":"https://0.academia-photos.com/11514029/3345024/48009545/s65_luciana.rosa_de_souza.jpg"}</script></span></span></li><li class="js-paper-rank-work_11198390 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="11198390"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 11198390, container: ".js-paper-rank-work_11198390", }); });</script></li><li class="js-percentile-work_11198390 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 11198390; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_11198390"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_11198390 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="11198390"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 11198390; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=11198390]").text(description); $(".js-view-count-work_11198390").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_11198390").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="11198390"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="6288" href="https://www.academia.edu/Documents/in/Measurement_and_Evaluation">Measurement and Evaluation</a>, <script data-card-contents-for-ri="6288" type="text/json">{"id":6288,"name":"Measurement and Evaluation","url":"https://www.academia.edu/Documents/in/Measurement_and_Evaluation?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="50195" href="https://www.academia.edu/Documents/in/Public_policies">Public policies</a>, <script data-card-contents-for-ri="50195" type="text/json">{"id":50195,"name":"Public policies","url":"https://www.academia.edu/Documents/in/Public_policies?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="264519" href="https://www.academia.edu/Documents/in/Project_Monitoring_and_Evaluation_Impact_Assessment_Studies">Project Monitoring and Evaluation, Impact Assessment Studies</a><script data-card-contents-for-ri="264519" type="text/json">{"id":264519,"name":"Project Monitoring and Evaluation, Impact Assessment Studies","url":"https://www.academia.edu/Documents/in/Project_Monitoring_and_Evaluation_Impact_Assessment_Studies?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=11198390]'), work: {"id":11198390,"title":"Path dependence em políticas públicas: um estudo do caso das políticas antipobreza no México, Brasil e Peru","created_at":"2015-03-02T02:54:43.848-08:00","url":"https://www.academia.edu/11198390/Path_dependence_em_pol%C3%ADticas_p%C3%BAblicas_um_estudo_do_caso_das_pol%C3%ADticas_antipobreza_no_M%C3%A9xico_Brasil_e_Peru?f_ri=1073","dom_id":"work_11198390","summary":"Especially after 1990, a kind of homogeneity has been seen in the design of\npoverty alleviation policies in Latin America. The studies about the formulation of social policies\nhave been given good experiences by Latin America countries, particularly regarding anti-poverty\npolicies. This paper studied the evolution details about the design of mitigation poverty programs\nimplemented in Mexico, Brazil and Peru. These countries were chosen as representative cases\nconcerned with poverty alleviation schemes in the region. The methodology used the path\ndependence concept to analyze anti-poverty schemes designed by these countries. This paper\nfocused on Conditional Cash Transfer and anti-poverty strategies implemented in these three\ncountries. The research showed evidence of a learning process during the path dependence\nprocedure among the formulation of anti-poverty schemes in Mexico, Brazil and Peru.","downloadable_attachments":[{"id":36824821,"asset_id":11198390,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":11514029,"first_name":"Luciana","last_name":"Rosa de Souza","domain_name":"unifesp","page_name":"LucianaRosadeSouza","display_name":"Luciana Rosa de Souza","profile_url":"https://unifesp.academia.edu/LucianaRosadeSouza?f_ri=1073","photo":"https://0.academia-photos.com/11514029/3345024/48009545/s65_luciana.rosa_de_souza.jpg"}],"research_interests":[{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":6288,"name":"Measurement and Evaluation","url":"https://www.academia.edu/Documents/in/Measurement_and_Evaluation?f_ri=1073","nofollow":false},{"id":50195,"name":"Public policies","url":"https://www.academia.edu/Documents/in/Public_policies?f_ri=1073","nofollow":false},{"id":264519,"name":"Project Monitoring and Evaluation, Impact Assessment Studies","url":"https://www.academia.edu/Documents/in/Project_Monitoring_and_Evaluation_Impact_Assessment_Studies?f_ri=1073","nofollow":false},{"id":1004396,"name":"Cross Cutting","url":"https://www.academia.edu/Documents/in/Cross_Cutting?f_ri=1073"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_5047138" data-work_id="5047138" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/5047138/Public_Sector_Organizations_and_Reputation_Management_Five_Problems">Public Sector Organizations and Reputation Management: Five Problems</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This article discusses five problems that most public organizations will face when adopting a popular, yet largely unexplored management concept: reputation management. The inherently political nature of public organizations constrains... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_5047138" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This article discusses five problems that most public organizations will face when adopting a popular, yet largely unexplored management concept: reputation management. The inherently political nature of public organizations constrains their reputation management strategies. Furthermore, they have trouble connecting with their stakeholders on an emotional level, standing out as unique and differentiated organizations, communicating as coherent bodies, and maintaining excellent reputations. In this article, we examine in depth the nature of these problems and seek to contribute to a more nuanced understanding of the possibilities and limitations of reputation management in a public sector context.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/5047138" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="95312e78dce062663988640b033e9cf8" rel="nofollow" data-download="{"attachment_id":49471962,"asset_id":5047138,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/49471962/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="79857" href="https://uib.academia.edu/haldorbyrkjeflot">haldor byrkjeflot</a><script data-card-contents-for-user="79857" type="text/json">{"id":79857,"first_name":"haldor","last_name":"byrkjeflot","domain_name":"uib","page_name":"haldorbyrkjeflot","display_name":"haldor byrkjeflot","profile_url":"https://uib.academia.edu/haldorbyrkjeflot?f_ri=1073","photo":"https://0.academia-photos.com/79857/22148/20504/s65_haldor.byrkjeflot.jpg"}</script></span></span></li><li class="js-paper-rank-work_5047138 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="5047138"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 5047138, container: ".js-paper-rank-work_5047138", }); });</script></li><li class="js-percentile-work_5047138 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 5047138; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_5047138"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_5047138 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="5047138"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 5047138; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=5047138]").text(description); $(".js-view-count-work_5047138").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_5047138").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="5047138"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="16457" href="https://www.academia.edu/Documents/in/Public_sector">Public sector</a>, <script data-card-contents-for-ri="16457" type="text/json">{"id":16457,"name":"Public sector","url":"https://www.academia.edu/Documents/in/Public_sector?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="73149" href="https://www.academia.edu/Documents/in/Business_and_Management">Business and Management</a>, <script data-card-contents-for-ri="73149" type="text/json">{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="380315" href="https://www.academia.edu/Documents/in/Public_Administration_and_Policy">Public Administration and Policy</a><script data-card-contents-for-ri="380315" type="text/json">{"id":380315,"name":"Public Administration and Policy","url":"https://www.academia.edu/Documents/in/Public_Administration_and_Policy?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=5047138]'), work: {"id":5047138,"title":"Public Sector Organizations and Reputation Management: Five Problems","created_at":"2013-11-09T23:25:53.502-08:00","url":"https://www.academia.edu/5047138/Public_Sector_Organizations_and_Reputation_Management_Five_Problems?f_ri=1073","dom_id":"work_5047138","summary":"This article discusses five problems that most public organizations will face when adopting a popular, yet largely unexplored management concept: reputation management. The inherently political nature of public organizations constrains their reputation management strategies. Furthermore, they have trouble connecting with their stakeholders on an emotional level, standing out as unique and differentiated organizations, communicating as coherent bodies, and maintaining excellent reputations. In this article, we examine in depth the nature of these problems and seek to contribute to a more nuanced understanding of the possibilities and limitations of reputation management in a public sector context.","downloadable_attachments":[{"id":49471962,"asset_id":5047138,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":79857,"first_name":"haldor","last_name":"byrkjeflot","domain_name":"uib","page_name":"haldorbyrkjeflot","display_name":"haldor byrkjeflot","profile_url":"https://uib.academia.edu/haldorbyrkjeflot?f_ri=1073","photo":"https://0.academia-photos.com/79857/22148/20504/s65_haldor.byrkjeflot.jpg"}],"research_interests":[{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":16457,"name":"Public sector","url":"https://www.academia.edu/Documents/in/Public_sector?f_ri=1073","nofollow":false},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=1073","nofollow":false},{"id":380315,"name":"Public Administration and Policy","url":"https://www.academia.edu/Documents/in/Public_Administration_and_Policy?f_ri=1073","nofollow":false},{"id":640868,"name":"Management Strategy","url":"https://www.academia.edu/Documents/in/Management_Strategy?f_ri=1073"},{"id":1227819,"name":"Public Sector Organizations","url":"https://www.academia.edu/Documents/in/Public_Sector_Organizations?f_ri=1073"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_8396216" data-work_id="8396216" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/8396216/The_Cultural_Dimension_of_Metagovernance_Why_Governance_Doctrines_May_Fail">The Cultural Dimension of Metagovernance: Why Governance Doctrines May Fail</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">National cultures often reflect a preference for one of the ideal-types hierarchical, network or market governance. A comparison of four similar policy cases in the UK, the Netherlands, Germany and the European Commission reveals that... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_8396216" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">National cultures often reflect a preference for one of the ideal-types hierarchical, network or market governance. A comparison of four similar policy cases in the UK, the Netherlands, Germany and the European Commission reveals that successful public managers under certain conditions are able to construct and design productive mixtures of the three styles. They applied metagovernance, a process of designing and managing situationally optimal combinations of the three competing, and to an extent mutually undermining, governance styles. Their national cultures and politico-administrative traditions co-determined the governance mixture which would work in a given situation. The research reinforces the case already made by others, that governance doctrines cannot be transferred as ‘best practices’ from one nation to another without adaptation. The article suggests that the future does not lie in inventing new management and governance doctrines, but in investing in post-dogmatic public management.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/8396216" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="d509da78367b2fe72cf99e3cf9435801" rel="nofollow" data-download="{"attachment_id":48110301,"asset_id":8396216,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/48110301/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="16930762" href="https://independent.academia.edu/LouisMeuleman">Louis Meuleman</a><script data-card-contents-for-user="16930762" type="text/json">{"id":16930762,"first_name":"Louis","last_name":"Meuleman","domain_name":"independent","page_name":"LouisMeuleman","display_name":"Louis Meuleman","profile_url":"https://independent.academia.edu/LouisMeuleman?f_ri=1073","photo":"https://0.academia-photos.com/16930762/4651801/5372385/s65_louis.meuleman.jpg_oh_540790be5ff76d3e0851d10f61f45896_oe_5488d144___gda___1418272383_218616269767817c67b4ec22dfe70040"}</script></span></span></li><li class="js-paper-rank-work_8396216 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="8396216"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 8396216, container: ".js-paper-rank-work_8396216", }); 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$(".js-view-count[data-work-id=8396216]").text(description); $(".js-view-count-work_8396216").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_8396216").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="8396216"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">8</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="59923" href="https://www.academia.edu/Documents/in/European_Commission">European Commission</a>, <script data-card-contents-for-ri="59923" type="text/json">{"id":59923,"name":"European Commission","url":"https://www.academia.edu/Documents/in/European_Commission?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="73149" href="https://www.academia.edu/Documents/in/Business_and_Management">Business and Management</a>, <script data-card-contents-for-ri="73149" type="text/json">{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="83229" href="https://www.academia.edu/Documents/in/Best_practice">Best practice</a><script data-card-contents-for-ri="83229" type="text/json">{"id":83229,"name":"Best practice","url":"https://www.academia.edu/Documents/in/Best_practice?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=8396216]'), work: {"id":8396216,"title":"The Cultural Dimension of Metagovernance: Why Governance Doctrines May Fail","created_at":"2014-09-19T01:21:49.459-07:00","url":"https://www.academia.edu/8396216/The_Cultural_Dimension_of_Metagovernance_Why_Governance_Doctrines_May_Fail?f_ri=1073","dom_id":"work_8396216","summary":"National cultures often reflect a preference for one of the ideal-types hierarchical, network or market governance. A comparison of four similar policy cases in the UK, the Netherlands, Germany and the European Commission reveals that successful public managers under certain conditions are able to construct and design productive mixtures of the three styles. They applied metagovernance, a process of designing and managing situationally optimal combinations of the three competing, and to an extent mutually undermining, governance styles. Their national cultures and politico-administrative traditions co-determined the governance mixture which would work in a given situation. The research reinforces the case already made by others, that governance doctrines cannot be transferred as ‘best practices’ from one nation to another without adaptation. The article suggests that the future does not lie in inventing new management and governance doctrines, but in investing in post-dogmatic public management.","downloadable_attachments":[{"id":48110301,"asset_id":8396216,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":16930762,"first_name":"Louis","last_name":"Meuleman","domain_name":"independent","page_name":"LouisMeuleman","display_name":"Louis Meuleman","profile_url":"https://independent.academia.edu/LouisMeuleman?f_ri=1073","photo":"https://0.academia-photos.com/16930762/4651801/5372385/s65_louis.meuleman.jpg_oh_540790be5ff76d3e0851d10f61f45896_oe_5488d144___gda___1418272383_218616269767817c67b4ec22dfe70040"}],"research_interests":[{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":59923,"name":"European 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u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="32943215" href="https://arizona.academia.edu/HBrintonMilward">H. 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Brinton Milward","profile_url":"https://arizona.academia.edu/HBrintonMilward?f_ri=1073","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_70420786 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="70420786"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 70420786, container: ".js-paper-rank-work_70420786", }); });</script></li><li class="js-percentile-work_70420786 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 70420786; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_70420786"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_70420786 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="70420786"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 70420786; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=70420786]").text(description); $(".js-view-count-work_70420786").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_70420786").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="70420786"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="26" href="https://www.academia.edu/Documents/in/Business">Business</a>, <script data-card-contents-for-ri="26" type="text/json">{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4486" href="https://www.academia.edu/Documents/in/Political_Science">Political Science</a>, <script data-card-contents-for-ri="4486" type="text/json">{"id":4486,"name":"Political Science","url":"https://www.academia.edu/Documents/in/Political_Science?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="303981" href="https://www.academia.edu/Documents/in/Public_Administration_Theory">Public Administration Theory</a><script data-card-contents-for-ri="303981" type="text/json">{"id":303981,"name":"Public Administration Theory","url":"https://www.academia.edu/Documents/in/Public_Administration_Theory?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=70420786]'), work: {"id":70420786,"title":"The state of public management","created_at":"2022-02-04T06:01:56.935-08:00","url":"https://www.academia.edu/70420786/The_state_of_public_management?f_ri=1073","dom_id":"work_70420786","summary":null,"downloadable_attachments":[{"id":80181134,"asset_id":70420786,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":32943215,"first_name":"H. Brinton","last_name":"Milward","domain_name":"arizona","page_name":"HBrintonMilward","display_name":"H. Brinton Milward","profile_url":"https://arizona.academia.edu/HBrintonMilward?f_ri=1073","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=1073","nofollow":false},{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":4486,"name":"Political Science","url":"https://www.academia.edu/Documents/in/Political_Science?f_ri=1073","nofollow":false},{"id":303981,"name":"Public Administration Theory","url":"https://www.academia.edu/Documents/in/Public_Administration_Theory?f_ri=1073","nofollow":false},{"id":380315,"name":"Public Administration and Policy","url":"https://www.academia.edu/Documents/in/Public_Administration_and_Policy?f_ri=1073"},{"id":960391,"name":"Policy Analysis and Management","url":"https://www.academia.edu/Documents/in/Policy_Analysis_and_Management?f_ri=1073"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_4403382" data-work_id="4403382" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/4403382/Do%C5%9Bwiadczenia_gmin_w_zakresie_formu%C5%82owania_i_realizacji_strategii_rozwoju_na_przyk%C5%82adzie_gminy_Boles%C5%82awiec_The_experience_in_the_formulation_and_implementation_of_development_strategy_on_the_example_of_Boleslawiec_municipality_">Doświadczenia gmin w zakresie formułowania i realizacji strategii rozwoju na przykładzie gminy Bolesławiec (The experience in the formulation and implementation of development strategy on the example of Boleslawiec municipality).</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Within the current territorial division communes play a very significant role. They are responsible particularly for supporting local development through financing projects aimed at improving quality of life in local environment. To be... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_4403382" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Within the current territorial division communes play a very significant role. They are responsible particularly for supporting local development through financing projects aimed at improving quality of life in local environment. To be successful communes first of all need to introduce a strategic approach in management <br />process. Strategy helps to accumulate limited funds around the main expectations of local communities and opens new perspectives for additional financial support. But it is only half of the success to develop a good strategy. Equally important is the implementation process, in which long term objectives defined in a strategy are transformed into activities undertaken by local authorities in a yearly prepared budget. This article describes <br />main experiences of local strategy usage in management process of communities on the example of Bolesławiec.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/4403382" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="720a1234063524a75b770f68b12a10be" rel="nofollow" data-download="{"attachment_id":31831117,"asset_id":4403382,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/31831117/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="4437723" href="https://ue-wroc.academia.edu/JaroslawIgnacy">Jaroslaw Ignacy</a><script data-card-contents-for-user="4437723" type="text/json">{"id":4437723,"first_name":"Jaroslaw","last_name":"Ignacy","domain_name":"ue-wroc","page_name":"JaroslawIgnacy","display_name":"Jaroslaw Ignacy","profile_url":"https://ue-wroc.academia.edu/JaroslawIgnacy?f_ri=1073","photo":"https://0.academia-photos.com/4437723/2767595/16008268/s65_jaroslaw.ignacy.jpg"}</script></span></span></li><li class="js-paper-rank-work_4403382 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="4403382"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 4403382, container: ".js-paper-rank-work_4403382", }); });</script></li><li class="js-percentile-work_4403382 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 4403382; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_4403382"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_4403382 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="4403382"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 4403382; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=4403382]").text(description); $(".js-view-count-work_4403382").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_4403382").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="4403382"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">10</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="799" href="https://www.academia.edu/Documents/in/Public_Administration">Public Administration</a>, <script data-card-contents-for-ri="799" type="text/json">{"id":799,"name":"Public Administration","url":"https://www.academia.edu/Documents/in/Public_Administration?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4702" href="https://www.academia.edu/Documents/in/Case_Study_Research">Case Study Research</a>, <script data-card-contents-for-ri="4702" type="text/json">{"id":4702,"name":"Case Study Research","url":"https://www.academia.edu/Documents/in/Case_Study_Research?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="5009" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a><script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=4403382]'), work: {"id":4403382,"title":"Doświadczenia gmin w zakresie formułowania i realizacji strategii rozwoju na przykładzie gminy Bolesławiec (The experience in the formulation and implementation of development strategy on the example of Boleslawiec municipality).","created_at":"2013-09-03T22:26:36.041-07:00","url":"https://www.academia.edu/4403382/Do%C5%9Bwiadczenia_gmin_w_zakresie_formu%C5%82owania_i_realizacji_strategii_rozwoju_na_przyk%C5%82adzie_gminy_Boles%C5%82awiec_The_experience_in_the_formulation_and_implementation_of_development_strategy_on_the_example_of_Boleslawiec_municipality_?f_ri=1073","dom_id":"work_4403382","summary":"Within the current territorial division communes play a very significant role. They are responsible particularly for supporting local development through financing projects aimed at improving quality of life in local environment. To be successful communes first of all need to introduce a strategic approach in management\r\nprocess. Strategy helps to accumulate limited funds around the main expectations of local communities and opens new perspectives for additional financial support. But it is only half of the success to develop a good strategy. Equally important is the implementation process, in which long term objectives defined in a strategy are transformed into activities undertaken by local authorities in a yearly prepared budget. This article describes\r\nmain experiences of local strategy usage in management process of communities on the example of Bolesławiec.","downloadable_attachments":[{"id":31831117,"asset_id":4403382,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":4437723,"first_name":"Jaroslaw","last_name":"Ignacy","domain_name":"ue-wroc","page_name":"JaroslawIgnacy","display_name":"Jaroslaw Ignacy","profile_url":"https://ue-wroc.academia.edu/JaroslawIgnacy?f_ri=1073","photo":"https://0.academia-photos.com/4437723/2767595/16008268/s65_jaroslaw.ignacy.jpg"}],"research_interests":[{"id":799,"name":"Public Administration","url":"https://www.academia.edu/Documents/in/Public_Administration?f_ri=1073","nofollow":false},{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":4702,"name":"Case Study Research","url":"https://www.academia.edu/Documents/in/Case_Study_Research?f_ri=1073","nofollow":false},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=1073","nofollow":false},{"id":5938,"name":"Local Government","url":"https://www.academia.edu/Documents/in/Local_Government?f_ri=1073"},{"id":8211,"name":"Local Economic Development","url":"https://www.academia.edu/Documents/in/Local_Economic_Development?f_ri=1073"},{"id":8315,"name":"Local Government and Local Development","url":"https://www.academia.edu/Documents/in/Local_Government_and_Local_Development?f_ri=1073"},{"id":8317,"name":"Local Development","url":"https://www.academia.edu/Documents/in/Local_Development?f_ri=1073"},{"id":46271,"name":"Strategy","url":"https://www.academia.edu/Documents/in/Strategy?f_ri=1073"},{"id":96047,"name":"Case Study","url":"https://www.academia.edu/Documents/in/Case_Study?f_ri=1073"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_1117929" data-work_id="1117929" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/1117929/Boundaries_as_Junctures_Collaborative_Boundary_Work_for_Building_Efficient_Resilience">Boundaries as Junctures: Collaborative Boundary Work for Building Efficient Resilience</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">"This article is a theoretical contribution to reconsidering the boundaries that are central features of collaborative public management. We identify two contrasting ways of doing boundary work: one oriented to treating them as barriers... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_1117929" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">"This article is a theoretical contribution to reconsidering the boundaries that are central features of collaborative public management. We identify two contrasting ways of doing boundary work: one oriented to treating them as barriers that promote separation and the other to treating them as junctures that enable connecting. We describe three general prac- tices for creating junctures: translating across, aligning among, and decentering differences. We argue that orienting boundary work in collaboration to making connections supports efficient resilience, making it possible for systems to work even when they are disrupted or when resources are constrained. We illustrate the practices and their benefits with examples from collaborative public management. <br /> <br />Keywords: boundaries, boundary work, resilience, collaboration, efficiency, slack, difference""</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/1117929" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="7291ec02904e014e542da1841023547c" rel="nofollow" data-download="{"attachment_id":34087651,"asset_id":1117929,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/34087651/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="814090" href="https://umn.academia.edu/KathyQuick">Kathy Quick</a><script data-card-contents-for-user="814090" type="text/json">{"id":814090,"first_name":"Kathy","last_name":"Quick","domain_name":"umn","page_name":"KathyQuick","display_name":"Kathy Quick","profile_url":"https://umn.academia.edu/KathyQuick?f_ri=1073","photo":"https://0.academia-photos.com/814090/281330/150101018/s65_kathy.quick.png"}</script></span></span></li><li class="js-paper-rank-work_1117929 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="1117929"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 1117929, container: ".js-paper-rank-work_1117929", }); });</script></li><li class="js-percentile-work_1117929 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 1117929; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_1117929"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_1117929 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="1117929"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 1117929; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=1117929]").text(description); $(".js-view-count-work_1117929").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_1117929").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="1117929"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">8</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="3332" href="https://www.academia.edu/Documents/in/Resilience">Resilience</a>, <script data-card-contents-for-ri="3332" type="text/json">{"id":3332,"name":"Resilience","url":"https://www.academia.edu/Documents/in/Resilience?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4828" href="https://www.academia.edu/Documents/in/Collaboration">Collaboration</a>, <script data-card-contents-for-ri="4828" type="text/json">{"id":4828,"name":"Collaboration","url":"https://www.academia.edu/Documents/in/Collaboration?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="6660" href="https://www.academia.edu/Documents/in/Boundary-spanning_collaboration">Boundary-spanning collaboration</a><script data-card-contents-for-ri="6660" type="text/json">{"id":6660,"name":"Boundary-spanning collaboration","url":"https://www.academia.edu/Documents/in/Boundary-spanning_collaboration?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=1117929]'), work: {"id":1117929,"title":"Boundaries as Junctures: Collaborative Boundary Work for Building Efficient Resilience","created_at":"2011-11-26T20:30:56.641-08:00","url":"https://www.academia.edu/1117929/Boundaries_as_Junctures_Collaborative_Boundary_Work_for_Building_Efficient_Resilience?f_ri=1073","dom_id":"work_1117929","summary":"\"This article is a theoretical contribution to reconsidering the boundaries that are central features of collaborative public management. We identify two contrasting ways of doing boundary work: one oriented to treating them as barriers that promote separation and the other to treating them as junctures that enable connecting. We describe three general prac- tices for creating junctures: translating across, aligning among, and decentering differences. We argue that orienting boundary work in collaboration to making connections supports efficient resilience, making it possible for systems to work even when they are disrupted or when resources are constrained. We illustrate the practices and their benefits with examples from collaborative public management.\r\n\r\nKeywords: boundaries, boundary work, resilience, collaboration, efficiency, slack, difference\"\"","downloadable_attachments":[{"id":34087651,"asset_id":1117929,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":814090,"first_name":"Kathy","last_name":"Quick","domain_name":"umn","page_name":"KathyQuick","display_name":"Kathy Quick","profile_url":"https://umn.academia.edu/KathyQuick?f_ri=1073","photo":"https://0.academia-photos.com/814090/281330/150101018/s65_kathy.quick.png"}],"research_interests":[{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":3332,"name":"Resilience","url":"https://www.academia.edu/Documents/in/Resilience?f_ri=1073","nofollow":false},{"id":4828,"name":"Collaboration","url":"https://www.academia.edu/Documents/in/Collaboration?f_ri=1073","nofollow":false},{"id":6660,"name":"Boundary-spanning collaboration","url":"https://www.academia.edu/Documents/in/Boundary-spanning_collaboration?f_ri=1073","nofollow":false},{"id":6661,"name":"Boundary-Spanning Knowledge Sharing","url":"https://www.academia.edu/Documents/in/Boundary-Spanning_Knowledge_Sharing?f_ri=1073"},{"id":16310,"name":"Organizational Theory (in public organizations)","url":"https://www.academia.edu/Documents/in/Organizational_Theory_in_public_organizations_?f_ri=1073"},{"id":17125,"name":"Public Participation In Governance","url":"https://www.academia.edu/Documents/in/Public_Participation_In_Governance?f_ri=1073"},{"id":317920,"name":"Inclusive Public Management","url":"https://www.academia.edu/Documents/in/Inclusive_Public_Management?f_ri=1073"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_35349663" data-work_id="35349663" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/35349663/Working_the_Spaces_in_between_A_Case_Study_of_a_Boundary_Spanning_Model_to_Help_Facilitate_Cross_Sectoral_Policy_Work">Working the Spaces in between: A Case Study of a Boundary-Spanning Model to Help Facilitate Cross-Sectoral Policy Work</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Since the 1990s, 'joined-up government,' 'whole-of-government,' and 'horizontal gover-nance' approaches have emerged in many industrialized countries, resulting in the devolu-tion of government functions to diverse policy networks. From... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_35349663" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Since the 1990s, 'joined-up government,' 'whole-of-government,' and 'horizontal gover-nance' approaches have emerged in many industrialized countries, resulting in the devolu-tion of government functions to diverse policy networks. From these shifts, complex systems of networked actors have emerged, involved in designing, implementation, and influencing policy. Arguably, networked approaches to policy may solve some problems. However, as with all paradigm shifts, new problems have emerged. Specifically, skill and knowledge gaps have opened up, reflecting the need for new collaborative and networked relationships that can increase the capabilities and agility to work in these ways. In response to these gaps, we developed the Power to Persuade initiative. Power to Persuade is an annual symposium and online forum, aimed at deepening knowledge and awareness of current problems faced by policy networks, and providing the skills and knowledge to overcome them. In this paper, we discuss how Power to Persuade works within the spaces in between as a vehicle for relationship building and better policy.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/35349663" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="8ac0a9fa23ec27a9cab595dab6aa289a" rel="nofollow" data-download="{"attachment_id":55210170,"asset_id":35349663,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/55210170/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="955479" href="https://unsw.academia.edu/GemmaCarey">Gemma Carey</a><script data-card-contents-for-user="955479" type="text/json">{"id":955479,"first_name":"Gemma","last_name":"Carey","domain_name":"unsw","page_name":"GemmaCarey","display_name":"Gemma Carey","profile_url":"https://unsw.academia.edu/GemmaCarey?f_ri=1073","photo":"https://0.academia-photos.com/955479/352833/18751658/s65_gemma.carey.jpg"}</script></span></span></li><li class="js-paper-rank-work_35349663 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="35349663"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 35349663, container: ".js-paper-rank-work_35349663", }); });</script></li><li class="js-percentile-work_35349663 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 35349663; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_35349663"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_35349663 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="35349663"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 35349663; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=35349663]").text(description); $(".js-view-count-work_35349663").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_35349663").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="35349663"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">2</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="799" href="https://www.academia.edu/Documents/in/Public_Administration">Public Administration</a>, <script data-card-contents-for-ri="799" type="text/json">{"id":799,"name":"Public Administration","url":"https://www.academia.edu/Documents/in/Public_Administration?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a><script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=35349663]'), work: {"id":35349663,"title":"Working the Spaces in between: A Case Study of a Boundary-Spanning Model to Help Facilitate Cross-Sectoral Policy Work","created_at":"2017-12-05T14:06:49.477-08:00","url":"https://www.academia.edu/35349663/Working_the_Spaces_in_between_A_Case_Study_of_a_Boundary_Spanning_Model_to_Help_Facilitate_Cross_Sectoral_Policy_Work?f_ri=1073","dom_id":"work_35349663","summary":"Since the 1990s, 'joined-up government,' 'whole-of-government,' and 'horizontal gover-nance' approaches have emerged in many industrialized countries, resulting in the devolu-tion of government functions to diverse policy networks. From these shifts, complex systems of networked actors have emerged, involved in designing, implementation, and influencing policy. Arguably, networked approaches to policy may solve some problems. However, as with all paradigm shifts, new problems have emerged. Specifically, skill and knowledge gaps have opened up, reflecting the need for new collaborative and networked relationships that can increase the capabilities and agility to work in these ways. In response to these gaps, we developed the Power to Persuade initiative. Power to Persuade is an annual symposium and online forum, aimed at deepening knowledge and awareness of current problems faced by policy networks, and providing the skills and knowledge to overcome them. In this paper, we discuss how Power to Persuade works within the spaces in between as a vehicle for relationship building and better policy.","downloadable_attachments":[{"id":55210170,"asset_id":35349663,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":955479,"first_name":"Gemma","last_name":"Carey","domain_name":"unsw","page_name":"GemmaCarey","display_name":"Gemma Carey","profile_url":"https://unsw.academia.edu/GemmaCarey?f_ri=1073","photo":"https://0.academia-photos.com/955479/352833/18751658/s65_gemma.carey.jpg"}],"research_interests":[{"id":799,"name":"Public Administration","url":"https://www.academia.edu/Documents/in/Public_Administration?f_ri=1073","nofollow":false},{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_30092756" data-work_id="30092756" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/30092756/A_k%C3%B6zszolg%C3%A1lat_%C3%BAj_b%C3%A9rrendszere_a_rendszerv%C3%A1lt%C3%A1s_id%C5%91szak%C3%A1ban">A közszolgálat 'új' bérrendszere a rendszerváltás időszakában</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">A közigazgatás alapvetően minden államban az egyik legnagyobb foglalkoztató. Mint munkáltatónak, az alkalmazottak foglalkoztatására, munkajogi helyzetére – magától adódóan – egységes elveken alapuló rendszert szükséges kidolgoznia. Erre... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_30092756" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">A közigazgatás alapvetően minden államban az egyik legnagyobb foglalkoztató. Mint munkáltatónak, az alkalmazottak foglalkoztatására, munkajogi helyzetére – magától adódóan – egységes elveken alapuló rendszert szükséges kidolgoznia. Erre kétféle elképzelés alakult ki világszerte: a versenyszféra megoldásait követő nyitott rendszer, valamint a katonai elképzeléseket a civil közigazgatásban alkalmazó zárt rendszer.<br /><br />Ezen tagolás mentén a javadalmazás szempontjából a nyitott rendszer jellemzője, hogy nincsen központi bértáblázat, a bér alku tárgyát képezi. A bér növekedése nem automatikusan történik, az csak egy magasabban javadalmazott munkakör betöltése által érhető el. Ezzel szemben a zárt rendszer jellemzője a központi bértáblázat, amely rendszerint az iskolai végzettségen és a megszerzett szolgálati időn alapul. Ettől eltérni nem lehet, ugyanakkor a bértáblázatban történő előmenetel (ergo a bér növekedése) a szolgálati idő megszerzésével alapvetően automatikusan történik.<br /><br /> Magyarországon a két világháború között egy védett, zárt rendszerű közszolgálat kialakulását figyelhetjük meg. A második világháborút követően azonban a nyitott közszolgálati rendszer alakult ki, míg 1949-től a nyitott rendszer szélsőséges formája, az ún. zsákmányrendszer vált uralkodóvá. A rendszerváltás időszakában (1990 márciusában) megszületett meg az a koncepció, amely meghatározta a közszolgálat működésének új irányát. A koncepció előrevetítette a közszférára és a magánszférára irányuló munkajogi szabályozás különválasztását és állást foglalt hazánkban a közszolgálat területén a zárt rendszerű közigazgatási modell bevezetése mellett. A változás gyökeresen átalakította a személyzeti politika rendszerét. Joggal merül fel a kérdés, hogy a közszolgálati pragmatika ilyen mértékű változása hogyan hatott a közszolgálat javadalmazási rendszerére? A változtatás a zárt rendszermodell által meghatározott bérrendszer feltétel nélküli bevezetését eredményezte, vagy a nyitott rendszer egyes elemeit megtartva egy vegyesnek tekinthető bérrendszer alakult ki? Egyáltalán mennyire tekinthetjük újnak a rendszerváltást követően életre hívott közszolgálati illetményrendszert? Tanulmányomban ezen kérdések megválaszolására teszek kísérletet.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/30092756" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="e2f89ab695730eb7902e87130009fa49" rel="nofollow" data-download="{"attachment_id":50549891,"asset_id":30092756,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/50549891/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="12913291" href="https://uni-nke.academia.edu/G%C3%A1borKrauss">Gábor Krauss</a><script data-card-contents-for-user="12913291" type="text/json">{"id":12913291,"first_name":"Gábor","last_name":"Krauss","domain_name":"uni-nke","page_name":"GáborKrauss","display_name":"Gábor Krauss","profile_url":"https://uni-nke.academia.edu/G%C3%A1borKrauss?f_ri=1073","photo":"https://0.academia-photos.com/12913291/3654166/6587523/s65_g_bor.krauss.jpg"}</script></span></span></li><li class="js-paper-rank-work_30092756 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="30092756"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 30092756, container: ".js-paper-rank-work_30092756", }); });</script></li><li class="js-percentile-work_30092756 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 30092756; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_30092756"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_30092756 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="30092756"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 30092756; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=30092756]").text(description); $(".js-view-count-work_30092756").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_30092756").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="30092756"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="799" href="https://www.academia.edu/Documents/in/Public_Administration">Public Administration</a>, <script data-card-contents-for-ri="799" type="text/json">{"id":799,"name":"Public Administration","url":"https://www.academia.edu/Documents/in/Public_Administration?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="6416" href="https://www.academia.edu/Documents/in/Human_Resource_Management">Human Resource Management</a>, <script data-card-contents-for-ri="6416" type="text/json">{"id":6416,"name":"Human Resource Management","url":"https://www.academia.edu/Documents/in/Human_Resource_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="17580" href="https://www.academia.edu/Documents/in/Human_Resources">Human Resources</a><script data-card-contents-for-ri="17580" type="text/json">{"id":17580,"name":"Human Resources","url":"https://www.academia.edu/Documents/in/Human_Resources?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=30092756]'), work: {"id":30092756,"title":"A közszolgálat 'új' bérrendszere a rendszerváltás időszakában","created_at":"2016-11-25T21:32:13.512-08:00","url":"https://www.academia.edu/30092756/A_k%C3%B6zszolg%C3%A1lat_%C3%BAj_b%C3%A9rrendszere_a_rendszerv%C3%A1lt%C3%A1s_id%C5%91szak%C3%A1ban?f_ri=1073","dom_id":"work_30092756","summary":"A közigazgatás alapvetően minden államban az egyik legnagyobb foglalkoztató. Mint munkáltatónak, az alkalmazottak foglalkoztatására, munkajogi helyzetére – magától adódóan – egységes elveken alapuló rendszert szükséges kidolgoznia. Erre kétféle elképzelés alakult ki világszerte: a versenyszféra megoldásait követő nyitott rendszer, valamint a katonai elképzeléseket a civil közigazgatásban alkalmazó zárt rendszer.\n\nEzen tagolás mentén a javadalmazás szempontjából a nyitott rendszer jellemzője, hogy nincsen központi bértáblázat, a bér alku tárgyát képezi. A bér növekedése nem automatikusan történik, az csak egy magasabban javadalmazott munkakör betöltése által érhető el. Ezzel szemben a zárt rendszer jellemzője a központi bértáblázat, amely rendszerint az iskolai végzettségen és a megszerzett szolgálati időn alapul. Ettől eltérni nem lehet, ugyanakkor a bértáblázatban történő előmenetel (ergo a bér növekedése) a szolgálati idő megszerzésével alapvetően automatikusan történik.\n\n Magyarországon a két világháború között egy védett, zárt rendszerű közszolgálat kialakulását figyelhetjük meg. A második világháborút követően azonban a nyitott közszolgálati rendszer alakult ki, míg 1949-től a nyitott rendszer szélsőséges formája, az ún. zsákmányrendszer vált uralkodóvá. A rendszerváltás időszakában (1990 márciusában) megszületett meg az a koncepció, amely meghatározta a közszolgálat működésének új irányát. A koncepció előrevetítette a közszférára és a magánszférára irányuló munkajogi szabályozás különválasztását és állást foglalt hazánkban a közszolgálat területén a zárt rendszerű közigazgatási modell bevezetése mellett. A változás gyökeresen átalakította a személyzeti politika rendszerét. Joggal merül fel a kérdés, hogy a közszolgálati pragmatika ilyen mértékű változása hogyan hatott a közszolgálat javadalmazási rendszerére? A változtatás a zárt rendszermodell által meghatározott bérrendszer feltétel nélküli bevezetését eredményezte, vagy a nyitott rendszer egyes elemeit megtartva egy vegyesnek tekinthető bérrendszer alakult ki? Egyáltalán mennyire tekinthetjük újnak a rendszerváltást követően életre hívott közszolgálati illetményrendszert? Tanulmányomban ezen kérdések megválaszolására teszek kísérletet. ","downloadable_attachments":[{"id":50549891,"asset_id":30092756,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":12913291,"first_name":"Gábor","last_name":"Krauss","domain_name":"uni-nke","page_name":"GáborKrauss","display_name":"Gábor Krauss","profile_url":"https://uni-nke.academia.edu/G%C3%A1borKrauss?f_ri=1073","photo":"https://0.academia-photos.com/12913291/3654166/6587523/s65_g_bor.krauss.jpg"}],"research_interests":[{"id":799,"name":"Public Administration","url":"https://www.academia.edu/Documents/in/Public_Administration?f_ri=1073","nofollow":false},{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":6416,"name":"Human Resource Management","url":"https://www.academia.edu/Documents/in/Human_Resource_Management?f_ri=1073","nofollow":false},{"id":17580,"name":"Human Resources","url":"https://www.academia.edu/Documents/in/Human_Resources?f_ri=1073","nofollow":false},{"id":282458,"name":"Strategic Hrm","url":"https://www.academia.edu/Documents/in/Strategic_Hrm?f_ri=1073"},{"id":380315,"name":"Public Administration and Policy","url":"https://www.academia.edu/Documents/in/Public_Administration_and_Policy?f_ri=1073"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_22786676" data-work_id="22786676" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/22786676/Ghid_pentru_%C3%AEnfiin%C8%9Barea_unui_partid_%C8%99i_participarea_%C3%AEn_alegeri_conform_legilor_electorale_modificate_%C3%AEn_2015">Ghid pentru înființarea unui partid și participarea în alegeri, conform legilor electorale modificate în 2015</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Campania Politică fără Bariere a avut o contribuție importantă la modificarea legilor electorale, în 2015. Utilizând mijloacele dialogului structurat cu decidenții de la nivelul Parlamentului și Președinției, organizațiile... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_22786676" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Campania Politică fără Bariere a avut o contribuție importantă la modificarea legilor electorale, în 2015. Utilizând mijloacele dialogului structurat cu decidenții de la nivelul Parlamentului și Președinției, organizațiile neguvernamentale au obținut legiferarea unor reforme semnificative. Cea mai importantă este, neîndoielnic, posibilitatea înființării partidelor politice cu numai 3 membri, pe baza dreptului de liberă asociere, consfințit prin art. 40 din Constituție. Dar nu toate aspirațiile Campaniei Politică fără Bariere au fost legiferate într-un mod satisfăcător. Mai ales pentru partidele nou-înființate, acest Ghid oferă o serie de recomandări menite să diminueze riscurile cu care acestea se pot confrunta în timpul anului electoral 2016, ca efect al reglementărilor adoptate în cursul anului 2015.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/22786676" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="3c8ee1cbcebecaf14d936088c805be54" rel="nofollow" data-download="{"attachment_id":43341008,"asset_id":22786676,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/43341008/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="390188" href="https://unibuc.academia.edu/CodruVrabie">Codru Vrabie</a><script data-card-contents-for-user="390188" type="text/json">{"id":390188,"first_name":"Codru","last_name":"Vrabie","domain_name":"unibuc","page_name":"CodruVrabie","display_name":"Codru Vrabie","profile_url":"https://unibuc.academia.edu/CodruVrabie?f_ri=1073","photo":"https://0.academia-photos.com/390188/98330/114113/s65_codru.vrabie.jpg"}</script></span></span></li><li class="js-paper-rank-work_22786676 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="22786676"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 22786676, container: ".js-paper-rank-work_22786676", }); });</script></li><li class="js-percentile-work_22786676 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 22786676; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_22786676"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_22786676 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="22786676"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 22786676; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=22786676]").text(description); $(".js-view-count-work_22786676").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_22786676").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="22786676"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">18</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="799" href="https://www.academia.edu/Documents/in/Public_Administration">Public Administration</a>, <script data-card-contents-for-ri="799" type="text/json">{"id":799,"name":"Public Administration","url":"https://www.academia.edu/Documents/in/Public_Administration?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1118" href="https://www.academia.edu/Documents/in/Political_Participation">Political Participation</a>, <script data-card-contents-for-ri="1118" type="text/json">{"id":1118,"name":"Political Participation","url":"https://www.academia.edu/Documents/in/Political_Participation?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1681" href="https://www.academia.edu/Documents/in/Decision_Making">Decision Making</a><script data-card-contents-for-ri="1681" type="text/json">{"id":1681,"name":"Decision Making","url":"https://www.academia.edu/Documents/in/Decision_Making?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=22786676]'), work: {"id":22786676,"title":"Ghid pentru înființarea unui partid și participarea în alegeri, conform legilor electorale modificate în 2015","created_at":"2016-03-04T00:08:00.020-08:00","url":"https://www.academia.edu/22786676/Ghid_pentru_%C3%AEnfiin%C8%9Barea_unui_partid_%C8%99i_participarea_%C3%AEn_alegeri_conform_legilor_electorale_modificate_%C3%AEn_2015?f_ri=1073","dom_id":"work_22786676","summary":"Campania Politică fără Bariere a avut o contribuție importantă la modificarea legilor electorale, în 2015. Utilizând mijloacele dialogului structurat cu decidenții de la nivelul Parlamentului și Președinției, organizațiile neguvernamentale au obținut legiferarea unor reforme semnificative. Cea mai importantă este, neîndoielnic, posibilitatea înființării partidelor politice cu numai 3 membri, pe baza dreptului de liberă asociere, consfințit prin art. 40 din Constituție. Dar nu toate aspirațiile Campaniei Politică fără Bariere au fost legiferate într-un mod satisfăcător. Mai ales pentru partidele nou-înființate, acest Ghid oferă o serie de recomandări menite să diminueze riscurile cu care acestea se pot confrunta în timpul anului electoral 2016, ca efect al reglementărilor adoptate în cursul anului 2015.","downloadable_attachments":[{"id":43341008,"asset_id":22786676,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":390188,"first_name":"Codru","last_name":"Vrabie","domain_name":"unibuc","page_name":"CodruVrabie","display_name":"Codru Vrabie","profile_url":"https://unibuc.academia.edu/CodruVrabie?f_ri=1073","photo":"https://0.academia-photos.com/390188/98330/114113/s65_codru.vrabie.jpg"}],"research_interests":[{"id":799,"name":"Public Administration","url":"https://www.academia.edu/Documents/in/Public_Administration?f_ri=1073","nofollow":false},{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":1118,"name":"Political Participation","url":"https://www.academia.edu/Documents/in/Political_Participation?f_ri=1073","nofollow":false},{"id":1681,"name":"Decision Making","url":"https://www.academia.edu/Documents/in/Decision_Making?f_ri=1073","nofollow":false},{"id":5102,"name":"Regional and Local Governance","url":"https://www.academia.edu/Documents/in/Regional_and_Local_Governance?f_ri=1073"},{"id":5167,"name":"Governance","url":"https://www.academia.edu/Documents/in/Governance?f_ri=1073"},{"id":5938,"name":"Local Government","url":"https://www.academia.edu/Documents/in/Local_Government?f_ri=1073"},{"id":8743,"name":"Romanian Studies","url":"https://www.academia.edu/Documents/in/Romanian_Studies?f_ri=1073"},{"id":13280,"name":"Campaign Finance","url":"https://www.academia.edu/Documents/in/Campaign_Finance?f_ri=1073"},{"id":17126,"name":"Citizenship And Governance","url":"https://www.academia.edu/Documents/in/Citizenship_And_Governance?f_ri=1073"},{"id":19004,"name":"Participatory Democracy","url":"https://www.academia.edu/Documents/in/Participatory_Democracy?f_ri=1073"},{"id":20366,"name":"Elections","url":"https://www.academia.edu/Documents/in/Elections?f_ri=1073"},{"id":23247,"name":"Election Law","url":"https://www.academia.edu/Documents/in/Election_Law?f_ri=1073"},{"id":36290,"name":"Election Campaigning","url":"https://www.academia.edu/Documents/in/Election_Campaigning?f_ri=1073"},{"id":45334,"name":"Electoral Campaign","url":"https://www.academia.edu/Documents/in/Electoral_Campaign?f_ri=1073"},{"id":55966,"name":"Good Governance","url":"https://www.academia.edu/Documents/in/Good_Governance?f_ri=1073"},{"id":223482,"name":"Local elections","url":"https://www.academia.edu/Documents/in/Local_elections?f_ri=1073"},{"id":485167,"name":"Elections and Representation","url":"https://www.academia.edu/Documents/in/Elections_and_Representation?f_ri=1073"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_16098231" data-work_id="16098231" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/16098231/Does_the_Program_Manager_Matter_New_Public_Management_and_Defense_Acquisition">Does the Program Manager Matter? New Public Management and Defense Acquisition</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Past efforts to reform defense acquisition have been based in New Public Management assumptions that certain attributes of program managers (PMs), such as their training and experience levels, are important for improving outcomes. This... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_16098231" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Past efforts to reform defense acquisition have been based in New Public Management assumptions that certain attributes of program managers (PMs), such as their training and experience levels, are important for improving outcomes. This article documents an effort to examine the relationship between such PM attributes and program outcomes using data drawn from annual Department of Defense Selected Acquisition Reports for major defense acquisition programs between 1997 and 2010. The findings provide little support for these assumptions. They point instead to the potential for institutionalist theories to explain acquisition outcomes, which can enable more nuanced reform policies in the future.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/16098231" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="726dba0501d2de32b748260e0c49bd47" rel="nofollow" data-download="{"attachment_id":38869768,"asset_id":16098231,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/38869768/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="780579" href="https://iu-indianapolis.academia.edu/AdamEckerd">Adam Eckerd</a><script data-card-contents-for-user="780579" type="text/json">{"id":780579,"first_name":"Adam","last_name":"Eckerd","domain_name":"iu-indianapolis","page_name":"AdamEckerd","display_name":"Adam Eckerd","profile_url":"https://iu-indianapolis.academia.edu/AdamEckerd?f_ri=1073","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_16098231 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="16098231"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 16098231, container: ".js-paper-rank-work_16098231", }); });</script></li><li class="js-percentile-work_16098231 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 16098231; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_16098231"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_16098231 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="16098231"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 16098231; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=16098231]").text(description); $(".js-view-count-work_16098231").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_16098231").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="16098231"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">2</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="40820" href="https://www.academia.edu/Documents/in/Defense_acquisition">Defense acquisition</a><script data-card-contents-for-ri="40820" type="text/json">{"id":40820,"name":"Defense acquisition","url":"https://www.academia.edu/Documents/in/Defense_acquisition?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=16098231]'), work: {"id":16098231,"title":"Does the Program Manager Matter? New Public Management and Defense Acquisition","created_at":"2015-09-23T13:14:37.243-07:00","url":"https://www.academia.edu/16098231/Does_the_Program_Manager_Matter_New_Public_Management_and_Defense_Acquisition?f_ri=1073","dom_id":"work_16098231","summary":"Past efforts to reform defense acquisition have been based in New Public Management assumptions that certain attributes of program managers (PMs), such as their training and experience levels, are important for improving outcomes. This article documents an effort to examine the relationship between such PM attributes and program outcomes using data drawn from annual Department of Defense Selected Acquisition Reports for major defense acquisition programs between 1997 and 2010. The findings provide little support for these assumptions. They point instead to the potential for institutionalist theories to explain acquisition outcomes, which can enable more nuanced reform policies in the future.","downloadable_attachments":[{"id":38869768,"asset_id":16098231,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":780579,"first_name":"Adam","last_name":"Eckerd","domain_name":"iu-indianapolis","page_name":"AdamEckerd","display_name":"Adam Eckerd","profile_url":"https://iu-indianapolis.academia.edu/AdamEckerd?f_ri=1073","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":40820,"name":"Defense acquisition","url":"https://www.academia.edu/Documents/in/Defense_acquisition?f_ri=1073","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_12340367" data-work_id="12340367" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/12340367/_Un_Complicated_A_simple_guide_to_performance_measurement_">(Un)Complicated (A simple guide to performance measurement)</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/12340367" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="a2f8b10956151dd81dfffec6b12c3bbc" rel="nofollow" data-download="{"attachment_id":37606758,"asset_id":12340367,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/37606758/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="2449140" href="https://independent.academia.edu/MarkSchacter">Mark Schacter</a><script data-card-contents-for-user="2449140" type="text/json">{"id":2449140,"first_name":"Mark","last_name":"Schacter","domain_name":"independent","page_name":"MarkSchacter","display_name":"Mark Schacter","profile_url":"https://independent.academia.edu/MarkSchacter?f_ri=1073","photo":"https://0.academia-photos.com/2449140/763423/949884/s65_mark.schacter.jpg"}</script></span></span></li><li class="js-paper-rank-work_12340367 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="12340367"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 12340367, container: ".js-paper-rank-work_12340367", }); });</script></li><li class="js-percentile-work_12340367 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 12340367; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_12340367"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_12340367 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="12340367"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 12340367; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=12340367]").text(description); $(".js-view-count-work_12340367").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_12340367").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="12340367"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">2</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="7209" href="https://www.academia.edu/Documents/in/Performance_Measurement">Performance Measurement</a><script data-card-contents-for-ri="7209" type="text/json">{"id":7209,"name":"Performance Measurement","url":"https://www.academia.edu/Documents/in/Performance_Measurement?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=12340367]'), work: {"id":12340367,"title":"(Un)Complicated (A simple guide to performance measurement)","created_at":"2015-05-11T16:34:01.618-07:00","url":"https://www.academia.edu/12340367/_Un_Complicated_A_simple_guide_to_performance_measurement_?f_ri=1073","dom_id":"work_12340367","summary":null,"downloadable_attachments":[{"id":37606758,"asset_id":12340367,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":2449140,"first_name":"Mark","last_name":"Schacter","domain_name":"independent","page_name":"MarkSchacter","display_name":"Mark Schacter","profile_url":"https://independent.academia.edu/MarkSchacter?f_ri=1073","photo":"https://0.academia-photos.com/2449140/763423/949884/s65_mark.schacter.jpg"}],"research_interests":[{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":7209,"name":"Performance Measurement","url":"https://www.academia.edu/Documents/in/Performance_Measurement?f_ri=1073","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_59127980" data-work_id="59127980" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/59127980/Moderniza%C3%A7%C3%A3o_da_gest%C3%A3o_p%C3%BAblica_da_burocratiza%C3%A7%C3%A3o_%C3%A0_inova%C3%A7%C3%A3o_nos_processos">Modernização da gestão pública: da burocratização à inovação nos processos</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/59127980" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="517475975964be8cf038d7ff2ea40262" rel="nofollow" data-download="{"attachment_id":73211675,"asset_id":59127980,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/73211675/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="6588501" href="https://independent.academia.edu/CarlosMascarenhasmascarenhas">Carlos Mascarenhas mascarenhas</a><script data-card-contents-for-user="6588501" type="text/json">{"id":6588501,"first_name":"Carlos Mascarenhas","last_name":"mascarenhas","domain_name":"independent","page_name":"CarlosMascarenhasmascarenhas","display_name":"Carlos Mascarenhas mascarenhas","profile_url":"https://independent.academia.edu/CarlosMascarenhasmascarenhas?f_ri=1073","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_59127980 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="59127980"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 59127980, container: ".js-paper-rank-work_59127980", }); });</script></li><li class="js-percentile-work_59127980 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: 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$(".js-view-count-work_59127980").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_59127980").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="59127980"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1745949" href="https://www.academia.edu/Documents/in/Innovation-61">Innovation</a>, <script data-card-contents-for-ri="1745949" type="text/json">{"id":1745949,"name":"Innovation","url":"https://www.academia.edu/Documents/in/Innovation-61?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="2852171" href="https://www.academia.edu/Documents/in/Public_Institution">Public Institution</a><script data-card-contents-for-ri="2852171" type="text/json">{"id":2852171,"name":"Public Institution","url":"https://www.academia.edu/Documents/in/Public_Institution?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=59127980]'), work: {"id":59127980,"title":"Modernização da gestão pública: da burocratização à inovação nos processos","created_at":"2021-10-20T09:21:50.746-07:00","url":"https://www.academia.edu/59127980/Moderniza%C3%A7%C3%A3o_da_gest%C3%A3o_p%C3%BAblica_da_burocratiza%C3%A7%C3%A3o_%C3%A0_inova%C3%A7%C3%A3o_nos_processos?f_ri=1073","dom_id":"work_59127980","summary":null,"downloadable_attachments":[{"id":73211675,"asset_id":59127980,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":6588501,"first_name":"Carlos Mascarenhas","last_name":"mascarenhas","domain_name":"independent","page_name":"CarlosMascarenhasmascarenhas","display_name":"Carlos Mascarenhas mascarenhas","profile_url":"https://independent.academia.edu/CarlosMascarenhasmascarenhas?f_ri=1073","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":1745949,"name":"Innovation","url":"https://www.academia.edu/Documents/in/Innovation-61?f_ri=1073","nofollow":false},{"id":2852171,"name":"Public Institution","url":"https://www.academia.edu/Documents/in/Public_Institution?f_ri=1073","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_5135003" data-work_id="5135003" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/5135003/AUCTIONS_EX_POST_COMPETITION_AND_PRICES_THE_EFFICIENCY_OF_PUBLIC_PRIVATE_PARTNERSHIPS_and_ast">AUCTIONS, EX POST COMPETITION AND PRICES: THE EFFICIENCY OF PUBLIC-PRIVATE PARTNERSHIPS &ast</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">ABSTRACT‡: Using an original database concerning 1102 French local public authorities in 2001, we explore the relationships between prices charged by private operators in water contracts and ex post competition. We show that prices... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_5135003" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">ABSTRACT‡: Using an original database concerning 1102 French local public authorities in 2001, we explore the relationships between prices charged by private operators in water contracts and ex post competition. We show that prices charged in contracts in which operators are in a monopoly situation throughout the duration of the contract, are not affected by a ‘competition effect’ between private operators. However, a competition effect between private operators and public management appears to be crucial in explaining prices combined with a ‘termination effect’, reflecting the fact that the contract is close to being renewed, and hence re-auctioned.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/5135003" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="0e23c1c632c18830c7b82d998c0771ed" rel="nofollow" data-download="{"attachment_id":49436112,"asset_id":5135003,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/49436112/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="6919335" href="https://iae-paris.academia.edu/St%C3%A9phaneSaussier">Stéphane Saussier</a><script data-card-contents-for-user="6919335" type="text/json">{"id":6919335,"first_name":"Stéphane","last_name":"Saussier","domain_name":"iae-paris","page_name":"StéphaneSaussier","display_name":"Stéphane Saussier","profile_url":"https://iae-paris.academia.edu/St%C3%A9phaneSaussier?f_ri=1073","photo":"https://0.academia-photos.com/6919335/11336459/12646704/s65_st_phane.saussier.jpg_oh_cfd4f9aac4b5cdb1896de06ba0fbcbdc_oe_57445d4e"}</script></span></span></li><li class="js-paper-rank-work_5135003 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="5135003"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 5135003, container: ".js-paper-rank-work_5135003", }); 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We show that prices charged in contracts in which operators are in a monopoly situation throughout the duration of the contract, are not affected by a ‘competition effect’ between private operators. However, a competition effect between private operators and public management appears to be crucial in explaining prices combined with a ‘termination effect’, reflecting the fact that the contract is close to being renewed, and hence re-auctioned.","downloadable_attachments":[{"id":49436112,"asset_id":5135003,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":6919335,"first_name":"Stéphane","last_name":"Saussier","domain_name":"iae-paris","page_name":"StéphaneSaussier","display_name":"Stéphane Saussier","profile_url":"https://iae-paris.academia.edu/St%C3%A9phaneSaussier?f_ri=1073","photo":"https://0.academia-photos.com/6919335/11336459/12646704/s65_st_phane.saussier.jpg_oh_cfd4f9aac4b5cdb1896de06ba0fbcbdc_oe_57445d4e"}],"research_interests":[{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":27659,"name":"Applied Economics","url":"https://www.academia.edu/Documents/in/Applied_Economics?f_ri=1073","nofollow":false},{"id":67521,"name":"Public Private Partnership","url":"https://www.academia.edu/Documents/in/Public_Private_Partnership?f_ri=1073","nofollow":false},{"id":298440,"name":"Public Service","url":"https://www.academia.edu/Documents/in/Public_Service?f_ri=1073","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_24301778" data-work_id="24301778" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/24301778/A_Struggle_for_the_Soviet_Future_The_Birth_of_Scientific_Forecasting_in_the_Soviet_Union">A Struggle for the Soviet Future: The Birth of Scientific Forecasting in the Soviet Union</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This article analyzes the development of Soviet scientific future studies after World War II, arguing that the field’s theory and methods undermined the certainty of the communist future and laid the foundations for a new Soviet... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_24301778" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This article analyzes the development of Soviet scientific future studies after World War II, arguing that the field’s theory and methods undermined the certainty of the communist future and laid the foundations for a new Soviet governmentality that acknowledged the intrinsic uncertainty of future development. The emphasis on uncertainty-but also the need for more data that could freely circulate between different branches of government and hence more transparency (glasnost’)-called for radical revisions to Soviet notions of effective governance. Whereas some used future studies to criticize the actual practices of Soviet economic planning, others used this new type of expertise to extend personal influence and accumulate organizational power. Both cases, however, made it clear that Soviet governance had to accommodate the shift toward new constellations of power/knowledge in which scientific experts would play an ever-increasing role in shaping policy with regard to a fundamentally uncertain future.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/24301778" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="7e137557a84bf9852330151e085318e3" rel="nofollow" data-download="{"attachment_id":44896953,"asset_id":24301778,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/44896953/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="649952" href="https://kingston.academia.edu/EgleRindzeviciute">Egle Rindzeviciute</a><script data-card-contents-for-user="649952" type="text/json">{"id":649952,"first_name":"Egle","last_name":"Rindzeviciute","domain_name":"kingston","page_name":"EgleRindzeviciute","display_name":"Egle Rindzeviciute","profile_url":"https://kingston.academia.edu/EgleRindzeviciute?f_ri=1073","photo":"https://0.academia-photos.com/649952/235533/11325486/s65_egle.rindzeviciute.jpg"}</script></span></span></li><li class="js-paper-rank-work_24301778 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="24301778"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 24301778, container: ".js-paper-rank-work_24301778", }); 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$(".js-view-count[data-work-id=24301778]").text(description); $(".js-view-count-work_24301778").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_24301778").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="24301778"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">19</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="38" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="128" href="https://www.academia.edu/Documents/in/History">History</a>, <script data-card-contents-for-ri="128" type="text/json">{"id":128,"name":"History","url":"https://www.academia.edu/Documents/in/History?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="137" href="https://www.academia.edu/Documents/in/Economic_History">Economic History</a>, <script data-card-contents-for-ri="137" type="text/json">{"id":137,"name":"Economic History","url":"https://www.academia.edu/Documents/in/Economic_History?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="184" href="https://www.academia.edu/Documents/in/Sociology">Sociology</a><script data-card-contents-for-ri="184" type="text/json">{"id":184,"name":"Sociology","url":"https://www.academia.edu/Documents/in/Sociology?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=24301778]'), work: {"id":24301778,"title":"A Struggle for the Soviet Future: The Birth of Scientific Forecasting in the Soviet Union","created_at":"2016-04-11T13:13:06.300-07:00","url":"https://www.academia.edu/24301778/A_Struggle_for_the_Soviet_Future_The_Birth_of_Scientific_Forecasting_in_the_Soviet_Union?f_ri=1073","dom_id":"work_24301778","summary":"This article analyzes the development of Soviet scientific future studies after World War II, arguing that the field’s theory and methods undermined the certainty of the communist future and laid the foundations for a new Soviet governmentality that acknowledged the intrinsic uncertainty of future development. The emphasis on uncertainty-but also the need for more data that could freely circulate between different branches of government and hence more transparency (glasnost’)-called for radical revisions to Soviet notions of effective governance. Whereas some used future studies to criticize the actual practices of Soviet economic planning, others used this new type of expertise to extend personal influence and accumulate organizational power. Both cases, however, made it clear that Soviet governance had to accommodate the shift toward new constellations of power/knowledge in which scientific experts would play an ever-increasing role in shaping policy with regard to a fundamentally uncertain future.","downloadable_attachments":[{"id":44896953,"asset_id":24301778,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":649952,"first_name":"Egle","last_name":"Rindzeviciute","domain_name":"kingston","page_name":"EgleRindzeviciute","display_name":"Egle Rindzeviciute","profile_url":"https://kingston.academia.edu/EgleRindzeviciute?f_ri=1073","photo":"https://0.academia-photos.com/649952/235533/11325486/s65_egle.rindzeviciute.jpg"}],"research_interests":[{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=1073","nofollow":false},{"id":128,"name":"History","url":"https://www.academia.edu/Documents/in/History?f_ri=1073","nofollow":false},{"id":137,"name":"Economic History","url":"https://www.academia.edu/Documents/in/Economic_History?f_ri=1073","nofollow":false},{"id":184,"name":"Sociology","url":"https://www.academia.edu/Documents/in/Sociology?f_ri=1073","nofollow":false},{"id":201,"name":"Political Sociology","url":"https://www.academia.edu/Documents/in/Political_Sociology?f_ri=1073"},{"id":382,"name":"Eastern European Studies","url":"https://www.academia.edu/Documents/in/Eastern_European_Studies?f_ri=1073"},{"id":389,"name":"Russian Studies","url":"https://www.academia.edu/Documents/in/Russian_Studies?f_ri=1073"},{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073"},{"id":1567,"name":"Soviet History","url":"https://www.academia.edu/Documents/in/Soviet_History?f_ri=1073"},{"id":3231,"name":"Governmentality","url":"https://www.academia.edu/Documents/in/Governmentality?f_ri=1073"},{"id":4181,"name":"Cybernetics","url":"https://www.academia.edu/Documents/in/Cybernetics?f_ri=1073"},{"id":4486,"name":"Political Science","url":"https://www.academia.edu/Documents/in/Political_Science?f_ri=1073"},{"id":5167,"name":"Governance","url":"https://www.academia.edu/Documents/in/Governance?f_ri=1073"},{"id":5214,"name":"Cold War","url":"https://www.academia.edu/Documents/in/Cold_War?f_ri=1073"},{"id":7064,"name":"Modernization","url":"https://www.academia.edu/Documents/in/Modernization?f_ri=1073"},{"id":8270,"name":"Forecasting","url":"https://www.academia.edu/Documents/in/Forecasting?f_ri=1073"},{"id":54424,"name":"science and technology studies (STS)","url":"https://www.academia.edu/Documents/in/science_and_technology_studies_STS_?f_ri=1073"},{"id":58937,"name":"Slavic Studies","url":"https://www.academia.edu/Documents/in/Slavic_Studies?f_ri=1073"},{"id":1723635,"name":"Public Policy","url":"https://www.academia.edu/Documents/in/Public_Policy?f_ri=1073"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_11749599 coauthored" data-work_id="11749599" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/11749599/_If_you_want_to_go_fast_walk_alone_If_you_want_to_go_far_walk_together_Citizens_and_the_co_production_of_public_services_Report_to_the_EU_Presidency">“If you want to go fast, walk alone. If you want to go far, walk together”: Citizens and the co-production of public services. Report to the EU Presidency. </a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This report sets out the findings of a major research study into the role of co-production between citizens and professionals in the delivery of public services in five EU states. It draws on data from a representative citizen survey in... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_11749599" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This report sets out the findings of a major research study into the role of co-production between citizens and professionals in the delivery of public services in five EU states. It draws on data from a representative citizen survey in five European countries, including Czech Republic, Denmark, France, Germany and<br />the United Kingdom in May 2008 and from expert focus groups undertaken in those countries in early 2008. It is intended to contribute to the debate on how public agencies can deliver public services which best meet the needs of service users, citizens and taxpayers and the challenges for improving the future quality of public services.<br /><br />2 Increasingly, we are seeing greater involvement of citizens in service delivery.Some of these developments have been driven by advances in ICT, particularly the internet, but there are also instances where citizens have begun to share with professionals some of the key service delivery tasks. It has also become clearer to service professionals over recent years that effective public services require the active contributions of both parties. Consequently, more and more service providers in the private and public sectors are seeking to co-operate with service users in order to tailor services better to their needs and to cut costs.<br /><br />3 As a result, the relationship between service users and service professionals has changed profoundly, making service users less dependent, while, at the same time, giving them more responsibility. This has raised new interest in issues of co-production, a concept that is closely related to the inherent character of services. In particular, the literature on co-production highlights that production and consumption of many services are inseparable, which implies that quality in<br />services often occurs during service delivery, usually in the interaction between the customer and provider, rather than just at the end of the process. Therefore, the concept of co-production is a useful way of viewing the new role of citizens as<br />active participants in service delivery. Various objectives are being pursued by means of co-production, including improving public service quality by bringing in the expertise of the service<br />user, and often that of their families and communities as well,<br />into providing more differentiated services and increased choice, and making public services more responsive to users.<br /><br />The definition of co-production used in this study is the “involvement of citizens in the delivery of public services to achieve outcomes, which depend at least partly on their own behaviour”.<br /><br />4 Clearly, there is a wide range of citizen co-production roles in service delivery – from ‘hero’ to ‘zero’. Therefore, a citizen survey was undertaken to explore the level of this co-production between citizens and the public sector. However, to set this in context, the survey also explored the extent to which citizens sometimes become engaged in improving outcomes without any involvement with public sector agencies. In particular, the survey focussed on the following issues:<br />o How big is the role which citizens play in delivering public services?<br />o How does the involvement of citizens change their attitudes and expectations towards public services?<br />o Is the role of citizens in public service delivery likely to be more important in the future than at present? What are the obstacles and drivers of co-production in the public domain?<br /><br />5. The survey was conducted by telephone from April 16 to May 5, 2008, among a representative random sample of 4,951 adults (18 years of age or older), with about 1,000 interviews in including Czech Republic, Denmark, France, Germany and the United Kingdom. The countries were chosen in order to get a wide range of different administrative cultures. The results presented in this report are sweighted according to each country’s representation in the European Union. In all the cases where we compare results across sectors or countries, the differences highlighted are statistically significant. Furthermore, the study focused on three different sectors which reflect distinctly different types of government functions:<br />o Community safety, as an example of coercive action on the part of the state<br />o Local environment, as an example of the regulatory function of the state<br />o Public health, as an example of the welfare improvement function of the state.<br /><br />6. One key result of the survey is that, contrary to the assumptions made by focus group participants, there are significant levels of co-production by citizens in the five countries studied in all three sectors. Citizens are particularly active in taking steps to look after the local environment (index score 61), to a somewhat lesser degree in health improvement initiatives (index score 52) and considerably less active in prevention of crime (index score 45).</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/11749599" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="aa95f7a1b65636a47ef2d5294f4ba05a" rel="nofollow" data-download="{"attachment_id":37177670,"asset_id":11749599,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/37177670/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="2003914" href="https://bham.academia.edu/TBovaird">Tony Bovaird</a><script data-card-contents-for-user="2003914" type="text/json">{"id":2003914,"first_name":"Tony","last_name":"Bovaird","domain_name":"bham","page_name":"TBovaird","display_name":"Tony Bovaird","profile_url":"https://bham.academia.edu/TBovaird?f_ri=1073","photo":"https://0.academia-photos.com/2003914/6917230/21600200/s65_tony.bovaird.gif"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-11749599">+1</span><div class="hidden js-additional-users-11749599"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://uned.academia.edu/SalvadorParrado">Salvador Parrado</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-11749599'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-11749599').html(); 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container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_11749599 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="11749599"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 11749599; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=11749599]").text(description); $(".js-view-count-work_11749599").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_11749599").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="11749599"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">15</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="799" href="https://www.academia.edu/Documents/in/Public_Administration">Public Administration</a>, <script data-card-contents-for-ri="799" type="text/json">{"id":799,"name":"Public Administration","url":"https://www.academia.edu/Documents/in/Public_Administration?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="3470" href="https://www.academia.edu/Documents/in/Community_Engagement_and_Participation">Community Engagement & Participation</a>, <script data-card-contents-for-ri="3470" type="text/json">{"id":3470,"name":"Community Engagement \u0026 Participation","url":"https://www.academia.edu/Documents/in/Community_Engagement_and_Participation?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="3474" href="https://www.academia.edu/Documents/in/Community_Development">Community Development</a><script data-card-contents-for-ri="3474" type="text/json">{"id":3474,"name":"Community Development","url":"https://www.academia.edu/Documents/in/Community_Development?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=11749599]'), work: {"id":11749599,"title":"“If you want to go fast, walk alone. If you want to go far, walk together”: Citizens and the co-production of public services. Report to the EU Presidency. ","created_at":"2015-03-31T23:57:03.373-07:00","url":"https://www.academia.edu/11749599/_If_you_want_to_go_fast_walk_alone_If_you_want_to_go_far_walk_together_Citizens_and_the_co_production_of_public_services_Report_to_the_EU_Presidency?f_ri=1073","dom_id":"work_11749599","summary":"This report sets out the findings of a major research study into the role of co-production between citizens and professionals in the delivery of public services in five EU states. It draws on data from a representative citizen survey in five European countries, including Czech Republic, Denmark, France, Germany and\nthe United Kingdom in May 2008 and from expert focus groups undertaken in those countries in early 2008. It is intended to contribute to the debate on how public agencies can deliver public services which best meet the needs of service users, citizens and taxpayers and the challenges for improving the future quality of public services.\n\n2 Increasingly, we are seeing greater involvement of citizens in service delivery.Some of these developments have been driven by advances in ICT, particularly the internet, but there are also instances where citizens have begun to share with professionals some of the key service delivery tasks. It has also become clearer to service professionals over recent years that effective public services require the active contributions of both parties. Consequently, more and more service providers in the private and public sectors are seeking to co-operate with service users in order to tailor services better to their needs and to cut costs.\n\n3 As a result, the relationship between service users and service professionals has changed profoundly, making service users less dependent, while, at the same time, giving them more responsibility. This has raised new interest in issues of co-production, a concept that is closely related to the inherent character of services. In particular, the literature on co-production highlights that production and consumption of many services are inseparable, which implies that quality in\nservices often occurs during service delivery, usually in the interaction between the customer and provider, rather than just at the end of the process. Therefore, the concept of co-production is a useful way of viewing the new role of citizens as\nactive participants in service delivery. Various objectives are being pursued by means of co-production, including improving public service quality by bringing in the expertise of the service\nuser, and often that of their families and communities as well,\ninto providing more differentiated services and increased choice, and making public services more responsive to users.\n\nThe definition of co-production used in this study is the “involvement of citizens in the delivery of public services to achieve outcomes, which depend at least partly on their own behaviour”.\n\n4 Clearly, there is a wide range of citizen co-production roles in service delivery – from ‘hero’ to ‘zero’. Therefore, a citizen survey was undertaken to explore the level of this co-production between citizens and the public sector. However, to set this in context, the survey also explored the extent to which citizens sometimes become engaged in improving outcomes without any involvement with public sector agencies. In particular, the survey focussed on the following issues:\no How big is the role which citizens play in delivering public services?\no How does the involvement of citizens change their attitudes and expectations towards public services?\no Is the role of citizens in public service delivery likely to be more important in the future than at present? What are the obstacles and drivers of co-production in the public domain?\n\n5. The survey was conducted by telephone from April 16 to May 5, 2008, among a representative random sample of 4,951 adults (18 years of age or older), with about 1,000 interviews in including Czech Republic, Denmark, France, Germany and the United Kingdom. The countries were chosen in order to get a wide range of different administrative cultures. The results presented in this report are sweighted according to each country’s representation in the European Union. In all the cases where we compare results across sectors or countries, the differences highlighted are statistically significant. Furthermore, the study focused on three different sectors which reflect distinctly different types of government functions:\no Community safety, as an example of coercive action on the part of the state\no Local environment, as an example of the regulatory function of the state\no Public health, as an example of the welfare improvement function of the state.\n\n6. One key result of the survey is that, contrary to the assumptions made by focus group participants, there are significant levels of co-production by citizens in the five countries studied in all three sectors. Citizens are particularly active in taking steps to look after the local environment (index score 61), to a somewhat lesser degree in health improvement initiatives (index score 52) and considerably less active in prevention of crime (index score 45).\n\n","downloadable_attachments":[{"id":37177670,"asset_id":11749599,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":2003914,"first_name":"Tony","last_name":"Bovaird","domain_name":"bham","page_name":"TBovaird","display_name":"Tony Bovaird","profile_url":"https://bham.academia.edu/TBovaird?f_ri=1073","photo":"https://0.academia-photos.com/2003914/6917230/21600200/s65_tony.bovaird.gif"},{"id":1728660,"first_name":"Salvador","last_name":"Parrado","domain_name":"uned","page_name":"SalvadorParrado","display_name":"Salvador Parrado","profile_url":"https://uned.academia.edu/SalvadorParrado?f_ri=1073","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":799,"name":"Public Administration","url":"https://www.academia.edu/Documents/in/Public_Administration?f_ri=1073","nofollow":false},{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":3470,"name":"Community Engagement \u0026 Participation","url":"https://www.academia.edu/Documents/in/Community_Engagement_and_Participation?f_ri=1073","nofollow":false},{"id":3474,"name":"Community Development","url":"https://www.academia.edu/Documents/in/Community_Development?f_ri=1073","nofollow":false},{"id":5102,"name":"Regional and Local Governance","url":"https://www.academia.edu/Documents/in/Regional_and_Local_Governance?f_ri=1073"},{"id":5938,"name":"Local Government","url":"https://www.academia.edu/Documents/in/Local_Government?f_ri=1073"},{"id":8315,"name":"Local Government and Local Development","url":"https://www.academia.edu/Documents/in/Local_Government_and_Local_Development?f_ri=1073"},{"id":16288,"name":"Public Health","url":"https://www.academia.edu/Documents/in/Public_Health?f_ri=1073"},{"id":43681,"name":"New Public Management and Governance","url":"https://www.academia.edu/Documents/in/New_Public_Management_and_Governance?f_ri=1073"},{"id":59864,"name":"Public Services","url":"https://www.academia.edu/Documents/in/Public_Services?f_ri=1073"},{"id":242197,"name":"Sector Public","url":"https://www.academia.edu/Documents/in/Sector_Public?f_ri=1073"},{"id":380315,"name":"Public Administration and Policy","url":"https://www.academia.edu/Documents/in/Public_Administration_and_Policy?f_ri=1073"},{"id":391093,"name":"Coproduction","url":"https://www.academia.edu/Documents/in/Coproduction?f_ri=1073"},{"id":501009,"name":"Community participation and engagement","url":"https://www.academia.edu/Documents/in/Community_participation_and_engagement?f_ri=1073"},{"id":1723635,"name":"Public Policy","url":"https://www.academia.edu/Documents/in/Public_Policy?f_ri=1073"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_3882706" data-work_id="3882706" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/3882706/The_National_Film_and_Sound_Archive_and_the_Australian_Film_Commission_the_end_of_the_affair">The National Film and Sound Archive and the Australian Film Commission: the end of the affair</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/3882706" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span 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class="u-tcGrayDark u-fw700" data-has-card-for-user="1127769" href="https://canberra.academia.edu/RayEdmondson">Ray E Edmondson</a><script data-card-contents-for-user="1127769" type="text/json">{"id":1127769,"first_name":"Ray","last_name":"Edmondson","domain_name":"canberra","page_name":"RayEdmondson","display_name":"Ray E Edmondson","profile_url":"https://canberra.academia.edu/RayEdmondson?f_ri=1073","photo":"https://0.academia-photos.com/1127769/2957949/3490666/s65_ray.edmondson.jpg"}</script></span></span></li><li class="js-paper-rank-work_3882706 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="3882706"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 3882706, container: ".js-paper-rank-work_3882706", }); });</script></li><li class="js-percentile-work_3882706 InlineList-item InlineList-item--bordered hidden 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data-has-card-for-ri="1011" href="https://www.academia.edu/Documents/in/Library_Science">Library Science</a>, <script data-card-contents-for-ri="1011" type="text/json">{"id":1011,"name":"Library Science","url":"https://www.academia.edu/Documents/in/Library_Science?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1452" href="https://www.academia.edu/Documents/in/Corporate_Social_Responsibility">Corporate Social Responsibility</a><script data-card-contents-for-ri="1452" type="text/json">{"id":1452,"name":"Corporate Social Responsibility","url":"https://www.academia.edu/Documents/in/Corporate_Social_Responsibility?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=3882706]'), work: {"id":3882706,"title":"The National Film and Sound Archive and the Australian Film Commission: the end of the affair","created_at":"2013-07-06T17:23:16.635-07:00","url":"https://www.academia.edu/3882706/The_National_Film_and_Sound_Archive_and_the_Australian_Film_Commission_the_end_of_the_affair?f_ri=1073","dom_id":"work_3882706","summary":null,"downloadable_attachments":[{"id":31509883,"asset_id":3882706,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":1127769,"first_name":"Ray","last_name":"Edmondson","domain_name":"canberra","page_name":"RayEdmondson","display_name":"Ray E Edmondson","profile_url":"https://canberra.academia.edu/RayEdmondson?f_ri=1073","photo":"https://0.academia-photos.com/1127769/2957949/3490666/s65_ray.edmondson.jpg"}],"research_interests":[{"id":799,"name":"Public Administration","url":"https://www.academia.edu/Documents/in/Public_Administration?f_ri=1073","nofollow":false},{"id":1011,"name":"Library Science","url":"https://www.academia.edu/Documents/in/Library_Science?f_ri=1073","nofollow":false},{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":1452,"name":"Corporate Social Responsibility","url":"https://www.academia.edu/Documents/in/Corporate_Social_Responsibility?f_ri=1073","nofollow":false},{"id":2252,"name":"Mergers \u0026 Acquisitions","url":"https://www.academia.edu/Documents/in/Mergers_and_Acquisitions?f_ri=1073"},{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=1073"},{"id":5167,"name":"Governance","url":"https://www.academia.edu/Documents/in/Governance?f_ri=1073"},{"id":7513,"name":"Archives","url":"https://www.academia.edu/Documents/in/Archives?f_ri=1073"},{"id":8348,"name":"Library and Information Science","url":"https://www.academia.edu/Documents/in/Library_and_Information_Science?f_ri=1073"},{"id":380315,"name":"Public Administration and Policy","url":"https://www.academia.edu/Documents/in/Public_Administration_and_Policy?f_ri=1073"},{"id":838141,"name":"Mergers and Demergers","url":"https://www.academia.edu/Documents/in/Mergers_and_Demergers?f_ri=1073"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_43488574" data-work_id="43488574" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/43488574/Behavioral_Controlling_in_Kommunen">Behavioral Controlling in Kommunen</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Zur Überprüfung der Zielerreichung sowie zur Ressourcensteuerung wurden u. a. die niedersächsischen Kommunen zur Einführung eines Controllings durch den Landesgesetzgeber verpflichtet, welches insbesondere auch als Instrument für die... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_43488574" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Zur Überprüfung der Zielerreichung sowie zur Ressourcensteuerung wurden u. a. die niedersächsischen Kommunen zur Einführung eines Controllings durch den Landesgesetzgeber verpflichtet, welches insbesondere auch als Instrument für die Führungsebene und für die Entscheidungsträger dient.  Das Behavioral Controlling, als ein Teilgebiet des Controllings, befasst sich dabei mit den Zusammenhängen systematisch wiederkehrend erkennbarer, menschlicher Verhaltenszüge im Arbeitsleben sowie der Analyse und Nutzung selbiger zu Unternehmenszwecken.  Folgt man der Prämisse, dass Mitarbeiter den wesentlichen Produktionsfaktor darstellen und Kommunen ihrer gesetzlichen Verpflichtung nachkommen, verwundert es sehr, dass außer der Herleitung finanzdatenbasierter Kennzahlen keinerlei ökonomische Modellierung oder publizierte empirische Studien für den kommunalen Bereich existieren und verhaltensorientiertes Controlling bisher scheinbar nicht berücksichtigt wird. Da gerade die Mitarbeiter in einer öffentlichen Institution eine wichtige Res-source darstellen, ist es von besonderer Bedeutung, ihr Verhalten gemäß der Institutionsziele zu steuern. Strategisches Controlling kann hierzu einen Beitrag leisten und somit dem Gemeinwohl dienen. <br />In diesem Beitrag wird anhand einer empirischen Studie untersucht, ob im Rahmen des Behavioral Controllings soziale Präferenzen zur Verhaltenssteuerung von Mitarbeitern in einer kommunalen Institution dienen können. Eine soziale Präferenz ist eine den Nutzen eines anderen Entscheiders bei der eigenen Entscheidung berücksichtigende Vorgehensweise in konkreten Entscheidungssituationen; sie verdeutlicht, dass Menschen ökonomische Prozesse nicht nur aus der eigenen Nutzenperspektive betrachten, sondern auch den Vorteil anderer Menschen einbeziehen.  <br />Die Untersuchung zeigt, dass die große Mehrheit der Befragten soziale Präferenzen bereits zur Steuerung des Verhaltens von Mitarbeitern einsetzt. Ein hoher Anteil der Befragten wünscht sich sogar eine formelle Regelung hierfür.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/43488574" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="ca8b64953b744d68aeeeb4bf06c918ee" rel="nofollow" data-download="{"attachment_id":63797488,"asset_id":43488574,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/63797488/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="33974598" href="https://uni-halle.academia.edu/MarinaRomaschin">Marina Romaschin</a><script data-card-contents-for-user="33974598" type="text/json">{"id":33974598,"first_name":"Marina","last_name":"Romaschin","domain_name":"uni-halle","page_name":"MarinaRomaschin","display_name":"Marina Romaschin","profile_url":"https://uni-halle.academia.edu/MarinaRomaschin?f_ri=1073","photo":"https://0.academia-photos.com/33974598/14841487/15627523/s65_marina.romaschin.jpg"}</script></span></span></li><li class="js-paper-rank-work_43488574 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="43488574"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 43488574, container: ".js-paper-rank-work_43488574", }); 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Das Behavioral Controlling, als ein Teilgebiet des Controllings, befasst sich dabei mit den Zusammenhängen systematisch wiederkehrend erkennbarer, menschlicher Verhaltenszüge im Arbeitsleben sowie der Analyse und Nutzung selbiger zu Unternehmenszwecken. Folgt man der Prämisse, dass Mitarbeiter den wesentlichen Produktionsfaktor darstellen und Kommunen ihrer gesetzlichen Verpflichtung nachkommen, verwundert es sehr, dass außer der Herleitung finanzdatenbasierter Kennzahlen keinerlei ökonomische Modellierung oder publizierte empirische Studien für den kommunalen Bereich existieren und verhaltensorientiertes Controlling bisher scheinbar nicht berücksichtigt wird. Da gerade die Mitarbeiter in einer öffentlichen Institution eine wichtige Res-source darstellen, ist es von besonderer Bedeutung, ihr Verhalten gemäß der Institutionsziele zu steuern. Strategisches Controlling kann hierzu einen Beitrag leisten und somit dem Gemeinwohl dienen.\r\nIn diesem Beitrag wird anhand einer empirischen Studie untersucht, ob im Rahmen des Behavioral Controllings soziale Präferenzen zur Verhaltenssteuerung von Mitarbeitern in einer kommunalen Institution dienen können. Eine soziale Präferenz ist eine den Nutzen eines anderen Entscheiders bei der eigenen Entscheidung berücksichtigende Vorgehensweise in konkreten Entscheidungssituationen; sie verdeutlicht, dass Menschen ökonomische Prozesse nicht nur aus der eigenen Nutzenperspektive betrachten, sondern auch den Vorteil anderer Menschen einbeziehen. \r\nDie Untersuchung zeigt, dass die große Mehrheit der Befragten soziale Präferenzen bereits zur Steuerung des Verhaltens von Mitarbeitern einsetzt. Ein hoher Anteil der Befragten wünscht sich sogar eine formelle Regelung hierfür.\r\n","downloadable_attachments":[{"id":63797488,"asset_id":43488574,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":33974598,"first_name":"Marina","last_name":"Romaschin","domain_name":"uni-halle","page_name":"MarinaRomaschin","display_name":"Marina Romaschin","profile_url":"https://uni-halle.academia.edu/MarinaRomaschin?f_ri=1073","photo":"https://0.academia-photos.com/33974598/14841487/15627523/s65_marina.romaschin.jpg"}],"research_interests":[{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":6960,"name":"Behavioral Finance","url":"https://www.academia.edu/Documents/in/Behavioral_Finance?f_ri=1073","nofollow":false},{"id":8210,"name":"Behavioral Decision Making","url":"https://www.academia.edu/Documents/in/Behavioral_Decision_Making?f_ri=1073","nofollow":false},{"id":13805,"name":"Behavioral Economics","url":"https://www.academia.edu/Documents/in/Behavioral_Economics?f_ri=1073","nofollow":false},{"id":68502,"name":"Controlling","url":"https://www.academia.edu/Documents/in/Controlling?f_ri=1073"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_42867706" data-work_id="42867706" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/42867706/THE_PUBLIC_LAW_AND_PRIVATE_LAW_ACTIVITY_OF_THE_PUBLIC_ADMINISTRATION_AND_THE_PHENOMENON_OF_PUBLIC_MANAGEMENT_INTRODUCTORY_PROFILES">THE PUBLIC LAW AND PRIVATE LAW ACTIVITY OF THE PUBLIC ADMINISTRATION AND THE PHENOMENON OF PUBLIC MANAGEMENT. INTRODUCTORY PROFILES</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/42867706" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="4f2f1a60e41398e24ce57c7ac8ccb53b" rel="nofollow" data-download="{"attachment_id":63108258,"asset_id":42867706,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/63108258/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="77983109" href="https://my.academia.edu/DOMENICOCROCCO">DOMENICO CROCCO</a><script data-card-contents-for-user="77983109" type="text/json">{"id":77983109,"first_name":"DOMENICO","last_name":"CROCCO","domain_name":"my","page_name":"DOMENICOCROCCO","display_name":"DOMENICO CROCCO","profile_url":"https://my.academia.edu/DOMENICOCROCCO?f_ri=1073","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_42867706 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="42867706"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 42867706, container: ".js-paper-rank-work_42867706", }); 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class="u-positionAbsolute" data-has-card-for-ri-list="635907"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">13</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1681" href="https://www.academia.edu/Documents/in/Decision_Making">Decision Making</a>, <script data-card-contents-for-ri="1681" type="text/json">{"id":1681,"name":"Decision Making","url":"https://www.academia.edu/Documents/in/Decision_Making?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="30151" href="https://www.academia.edu/Documents/in/Policy_Analysis">Policy Analysis</a>, <script data-card-contents-for-ri="30151" type="text/json">{"id":30151,"name":"Policy Analysis","url":"https://www.academia.edu/Documents/in/Policy_Analysis?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="44391" href="https://www.academia.edu/Documents/in/Policy_Change">Policy Change</a><script data-card-contents-for-ri="44391" type="text/json">{"id":44391,"name":"Policy Change","url":"https://www.academia.edu/Documents/in/Policy_Change?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=635907]'), work: {"id":635907,"title":"MCDM farm system analysis for public management of irrigated 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Analysis","url":"https://www.academia.edu/Documents/in/Policy_Analysis?f_ri=1073","nofollow":false},{"id":44391,"name":"Policy Change","url":"https://www.academia.edu/Documents/in/Policy_Change?f_ri=1073","nofollow":false},{"id":45401,"name":"Water Management","url":"https://www.academia.edu/Documents/in/Water_Management?f_ri=1073"},{"id":66262,"name":"Water Pricing","url":"https://www.academia.edu/Documents/in/Water_Pricing?f_ri=1073"},{"id":131237,"name":"Cluster Analysis","url":"https://www.academia.edu/Documents/in/Cluster_Analysis?f_ri=1073"},{"id":288876,"name":"Decision making process","url":"https://www.academia.edu/Documents/in/Decision_making_process?f_ri=1073"},{"id":291498,"name":"River Basin","url":"https://www.academia.edu/Documents/in/River_Basin?f_ri=1073"},{"id":334748,"name":"Water Markets","url":"https://www.academia.edu/Documents/in/Water_Markets?f_ri=1073"},{"id":715591,"name":"FARMING SYSTEM","url":"https://www.academia.edu/Documents/in/FARMING_SYSTEM?f_ri=1073"},{"id":977738,"name":"Multi attribute Utility Theory","url":"https://www.academia.edu/Documents/in/Multi_attribute_Utility_Theory?f_ri=1073"},{"id":1003755,"name":"Irrigated Agriculture","url":"https://www.academia.edu/Documents/in/Irrigated_Agriculture?f_ri=1073"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_69842886" data-work_id="69842886" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/69842886/Improving_Transgender_Policy_for_a_More_Equitable_Workplace">Improving Transgender Policy for a More Equitable Workplace</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Sex and gender categories have become more fluid in recent years. With evolving understandings of sexual orientation and gender identity, public administrators are confronted with questions of how to craft policy and make decisions based... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_69842886" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Sex and gender categories have become more fluid in recent years. With evolving understandings of sexual orientation and gender identity, public administrators are confronted with questions of how to craft policy and make decisions based on new conceptions of sex and gender for transgender employees. Policy and practice is especially challenging in the workplace where sex and gender encompass both personal and professional dimensions. Within the public sector, the federal government is recognized as a leader on these issues, and this work examines federal transgender policy to answer the following questions: 1) how are federal agencies addressing transgender issues in the workplace through formal policy? and 2) what can be done to improve future transgender policy? To gain a better understanding of what constitutes an effective transgender workplace policy, we conducted a qualitative content analysis of nine transgender plans from the following federal agencies: Consumer Financial P...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/69842886" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="7e75330c61b545574738ce1e7663ace8" rel="nofollow" data-download="{"attachment_id":79785554,"asset_id":69842886,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/79785554/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="66536816" href="https://jjay-cuny.academia.edu/NicoleMElias">Nicole M Elias</a><script data-card-contents-for-user="66536816" type="text/json">{"id":66536816,"first_name":"Nicole","last_name":"Elias","domain_name":"jjay-cuny","page_name":"NicoleMElias","display_name":"Nicole M Elias","profile_url":"https://jjay-cuny.academia.edu/NicoleMElias?f_ri=1073","photo":"https://0.academia-photos.com/66536816/17323343/17428215/s65_nicole_m..elias.jpg"}</script></span></span></li><li class="js-paper-rank-work_69842886 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="69842886"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 69842886, container: ".js-paper-rank-work_69842886", }); });</script></li><li class="js-percentile-work_69842886 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 69842886; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_69842886"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_69842886 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="69842886"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 69842886; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=69842886]").text(description); $(".js-view-count-work_69842886").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_69842886").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="69842886"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">2</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4486" href="https://www.academia.edu/Documents/in/Political_Science">Political Science</a><script data-card-contents-for-ri="4486" type="text/json">{"id":4486,"name":"Political Science","url":"https://www.academia.edu/Documents/in/Political_Science?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=69842886]'), work: {"id":69842886,"title":"Improving Transgender Policy for a More Equitable Workplace","created_at":"2022-01-28T19:20:24.483-08:00","url":"https://www.academia.edu/69842886/Improving_Transgender_Policy_for_a_More_Equitable_Workplace?f_ri=1073","dom_id":"work_69842886","summary":"Sex and gender categories have become more fluid in recent years. With evolving understandings of sexual orientation and gender identity, public administrators are confronted with questions of how to craft policy and make decisions based on new conceptions of sex and gender for transgender employees. Policy and practice is especially challenging in the workplace where sex and gender encompass both personal and professional dimensions. Within the public sector, the federal government is recognized as a leader on these issues, and this work examines federal transgender policy to answer the following questions: 1) how are federal agencies addressing transgender issues in the workplace through formal policy? and 2) what can be done to improve future transgender policy? To gain a better understanding of what constitutes an effective transgender workplace policy, we conducted a qualitative content analysis of nine transgender plans from the following federal agencies: Consumer Financial P...","downloadable_attachments":[{"id":79785554,"asset_id":69842886,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":66536816,"first_name":"Nicole","last_name":"Elias","domain_name":"jjay-cuny","page_name":"NicoleMElias","display_name":"Nicole M Elias","profile_url":"https://jjay-cuny.academia.edu/NicoleMElias?f_ri=1073","photo":"https://0.academia-photos.com/66536816/17323343/17428215/s65_nicole_m..elias.jpg"}],"research_interests":[{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":4486,"name":"Political Science","url":"https://www.academia.edu/Documents/in/Political_Science?f_ri=1073","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_67964078" data-work_id="67964078" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/67964078/Facilitating_Interlocal_Collaboration_Community_and_the_Soft_Skills_of_Public_Management">Facilitating Interlocal Collaboration: Community and the Soft Skills of Public Management</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This paper explores the issue of interlocal collaboration in non-metro areas and argues that the concept of community and related “soft skills” that go along with it, are critical to understanding how increased collaboration can be... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_67964078" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This paper explores the issue of interlocal collaboration in non-metro areas and argues that the concept of community and related “soft skills” that go along with it, are critical to understanding how increased collaboration can be encouraged. An action research process piloted in two Iowa counties provides the basis for this study and offers rich qualitative insight into some of the factors that influence non-metro interlocal collaboration. *The financial support of the Iowa Department of Management, along with the participation of the local governments of Boone and Poweshiek Counties (Iowa), is gratefully acknowledged. Facilitating Interlocal Collaboration</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/67964078" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="a0f31b4a0c6e0c25b55792b0dcd3f926" rel="nofollow" data-download="{"attachment_id":78613932,"asset_id":67964078,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/78613932/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="42474240" href="https://independent.academia.edu/RicardoMorse">Ricardo Morse</a><script data-card-contents-for-user="42474240" type="text/json">{"id":42474240,"first_name":"Ricardo","last_name":"Morse","domain_name":"independent","page_name":"RicardoMorse","display_name":"Ricardo Morse","profile_url":"https://independent.academia.edu/RicardoMorse?f_ri=1073","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_67964078 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="67964078"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 67964078, container: ".js-paper-rank-work_67964078", }); });</script></li><li class="js-percentile-work_67964078 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 67964078; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_67964078"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_67964078 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="67964078"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 67964078; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=67964078]").text(description); $(".js-view-count-work_67964078").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_67964078").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="67964078"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="38" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1716" href="https://www.academia.edu/Documents/in/Action_Research">Action Research</a>, <script data-card-contents-for-ri="1716" type="text/json">{"id":1716,"name":"Action Research","url":"https://www.academia.edu/Documents/in/Action_Research?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="95163" href="https://www.academia.edu/Documents/in/Soft_Skills">Soft Skills</a><script data-card-contents-for-ri="95163" type="text/json">{"id":95163,"name":"Soft Skills","url":"https://www.academia.edu/Documents/in/Soft_Skills?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=67964078]'), work: {"id":67964078,"title":"Facilitating Interlocal Collaboration: Community and the Soft Skills of Public Management","created_at":"2022-01-13T06:54:29.743-08:00","url":"https://www.academia.edu/67964078/Facilitating_Interlocal_Collaboration_Community_and_the_Soft_Skills_of_Public_Management?f_ri=1073","dom_id":"work_67964078","summary":"This paper explores the issue of interlocal collaboration in non-metro areas and argues that the concept of community and related “soft skills” that go along with it, are critical to understanding how increased collaboration can be encouraged. An action research process piloted in two Iowa counties provides the basis for this study and offers rich qualitative insight into some of the factors that influence non-metro interlocal collaboration. *The financial support of the Iowa Department of Management, along with the participation of the local governments of Boone and Poweshiek Counties (Iowa), is gratefully acknowledged. Facilitating Interlocal Collaboration","downloadable_attachments":[{"id":78613932,"asset_id":67964078,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":42474240,"first_name":"Ricardo","last_name":"Morse","domain_name":"independent","page_name":"RicardoMorse","display_name":"Ricardo Morse","profile_url":"https://independent.academia.edu/RicardoMorse?f_ri=1073","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=1073","nofollow":false},{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":1716,"name":"Action Research","url":"https://www.academia.edu/Documents/in/Action_Research?f_ri=1073","nofollow":false},{"id":95163,"name":"Soft Skills","url":"https://www.academia.edu/Documents/in/Soft_Skills?f_ri=1073","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_67108024 coauthored" data-work_id="67108024" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/67108024/Economic_Calculus_and_Weak_Signals_Prevention_Against_Foggy_Bottom">Economic Calculus and Weak Signals Prevention Against Foggy Bottom</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Purpose: Investment decisions are taken based on an economic calculation, considering the analysis of a diverse and partially unpredictable economic environment. Each enterprise&#39;s economic calculus is treated as a decision based on... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_67108024" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Purpose: Investment decisions are taken based on an economic calculation, considering the analysis of a diverse and partially unpredictable economic environment. Each enterprise&#39;s economic calculus is treated as a decision based on rationality and serves as an instrument to support the investment measure&#39;s selection. Despite different studies, there is a research gap in the usage of weak signals in economic calculus. Meanwhile, the spectacular collapses of well-recognised firms resulted from weak identification of coming failures. Approach/Methodology/Design: The authors carried out an integrative literature review to generate new knowledge on the usage of weak signals in economic calculus insights in this paper have emerged iteratively. Findings: Based on an integrative literature review, the authors offer the potentially radical generalisation that firms must use weak signal analysis during the process of economic calculus creation. Practical Implications: The article brin...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/67108024" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="e9cfde972163388c30b1554d338f1cd8" rel="nofollow" data-download="{"attachment_id":78049732,"asset_id":67108024,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/78049732/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="193044424" href="https://jagiellonian.academia.edu/ZDobrowolski">Zbysław Dobrowolski</a><script data-card-contents-for-user="193044424" type="text/json">{"id":193044424,"first_name":"Zbysław","last_name":"Dobrowolski","domain_name":"jagiellonian","page_name":"ZDobrowolski","display_name":"Zbysław Dobrowolski","profile_url":"https://jagiellonian.academia.edu/ZDobrowolski?f_ri=1073","photo":"https://0.academia-photos.com/193044424/55808803/59403581/s65_zbys_aw.dobrowolski.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-67108024">+1</span><div class="hidden js-additional-users-67108024"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://ujk.academia.edu/GrzegorzDrozdowski">Grzegorz Drozdowski</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-67108024'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-67108024').html(); } } new HoverPopover(popoverSettings); })();</script></li><li class="js-paper-rank-work_67108024 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="67108024"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 67108024, container: ".js-paper-rank-work_67108024", }); });</script></li><li class="js-percentile-work_67108024 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 67108024; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_67108024"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_67108024 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="67108024"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 67108024; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=67108024]").text(description); $(".js-view-count-work_67108024").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_67108024").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="67108024"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="383" href="https://www.academia.edu/Documents/in/European_Studies">European Studies</a>, <script data-card-contents-for-ri="383" type="text/json">{"id":383,"name":"European Studies","url":"https://www.academia.edu/Documents/in/European_Studies?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="422" href="https://www.academia.edu/Documents/in/Computer_Science">Computer Science</a>, <script data-card-contents-for-ri="422" type="text/json">{"id":422,"name":"Computer Science","url":"https://www.academia.edu/Documents/in/Computer_Science?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="73149" href="https://www.academia.edu/Documents/in/Business_and_Management">Business and Management</a><script data-card-contents-for-ri="73149" type="text/json">{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=67108024]'), work: {"id":67108024,"title":"Economic Calculus and Weak Signals Prevention Against Foggy Bottom","created_at":"2022-01-04T10:21:47.892-08:00","url":"https://www.academia.edu/67108024/Economic_Calculus_and_Weak_Signals_Prevention_Against_Foggy_Bottom?f_ri=1073","dom_id":"work_67108024","summary":"Purpose: Investment decisions are taken based on an economic calculation, considering the analysis of a diverse and partially unpredictable economic environment. Each enterprise\u0026#39;s economic calculus is treated as a decision based on rationality and serves as an instrument to support the investment measure\u0026#39;s selection. Despite different studies, there is a research gap in the usage of weak signals in economic calculus. Meanwhile, the spectacular collapses of well-recognised firms resulted from weak identification of coming failures. Approach/Methodology/Design: The authors carried out an integrative literature review to generate new knowledge on the usage of weak signals in economic calculus insights in this paper have emerged iteratively. Findings: Based on an integrative literature review, the authors offer the potentially radical generalisation that firms must use weak signal analysis during the process of economic calculus creation. Practical Implications: The article brin...","downloadable_attachments":[{"id":78049732,"asset_id":67108024,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":193044424,"first_name":"Zbysław","last_name":"Dobrowolski","domain_name":"jagiellonian","page_name":"ZDobrowolski","display_name":"Zbysław Dobrowolski","profile_url":"https://jagiellonian.academia.edu/ZDobrowolski?f_ri=1073","photo":"https://0.academia-photos.com/193044424/55808803/59403581/s65_zbys_aw.dobrowolski.jpg"},{"id":213669116,"first_name":"Grzegorz","last_name":"Drozdowski","domain_name":"ujk","page_name":"GrzegorzDrozdowski","display_name":"Grzegorz Drozdowski","profile_url":"https://ujk.academia.edu/GrzegorzDrozdowski?f_ri=1073","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":383,"name":"European Studies","url":"https://www.academia.edu/Documents/in/European_Studies?f_ri=1073","nofollow":false},{"id":422,"name":"Computer Science","url":"https://www.academia.edu/Documents/in/Computer_Science?f_ri=1073","nofollow":false},{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=1073","nofollow":false},{"id":380315,"name":"Public Administration and Policy","url":"https://www.academia.edu/Documents/in/Public_Administration_and_Policy?f_ri=1073"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_43978670" data-work_id="43978670" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/43978670/The_Social_Marketing_of_Giving_A_framework_for_public_policy_intervention">The Social Marketing of Giving A framework for public policy intervention</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Despite significant government efforts to bolster individual philanthropy, giving by individuals (as a percentage of household income) has remained remarkably static and participation in many western countries is declining. This article... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_43978670" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Despite significant government efforts to<br />bolster individual philanthropy, giving by<br />individuals (as a percentage of household<br />income) has remained remarkably static and<br />participation in many western countries is<br />declining. This article explores the role that<br />governments might play in facilitating<br />growth, from a social marketing perspective.<br />Drawing on research from multiple domains<br />this article proposes an easily accessible and<br />actionable framework (1) to inform public<br />policy and (2) to guide further impactful<br />academic research, with the objective of<br />increasing both participation in, and the<br />monetary value of, individual giving.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/43978670" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="eb10ffb2cbd72564a739882d0554a6bb" rel="nofollow" data-download="{"attachment_id":64308294,"asset_id":43978670,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/64308294/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="168235435" href="https://independent.academia.edu/HaseebShabbir2">Haseeb Shabbir</a><script data-card-contents-for-user="168235435" type="text/json">{"id":168235435,"first_name":"Haseeb","last_name":"Shabbir","domain_name":"independent","page_name":"HaseebShabbir2","display_name":"Haseeb Shabbir","profile_url":"https://independent.academia.edu/HaseebShabbir2?f_ri=1073","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_43978670 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="43978670"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 43978670, container: ".js-paper-rank-work_43978670", }); 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$(".js-view-count[data-work-id=43978670]").text(description); $(".js-view-count-work_43978670").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_43978670").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="43978670"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1073" href="https://www.academia.edu/Documents/in/Public_Management">Public Management</a>, <script data-card-contents-for-ri="1073" type="text/json">{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1786" href="https://www.academia.edu/Documents/in/Social_Marketing">Social Marketing</a>, <script data-card-contents-for-ri="1786" type="text/json">{"id":1786,"name":"Social Marketing","url":"https://www.academia.edu/Documents/in/Social_Marketing?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="9327" href="https://www.academia.edu/Documents/in/Fundraising">Fundraising</a>, <script data-card-contents-for-ri="9327" type="text/json">{"id":9327,"name":"Fundraising","url":"https://www.academia.edu/Documents/in/Fundraising?f_ri=1073","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="87811" href="https://www.academia.edu/Documents/in/Charity">Charity</a><script data-card-contents-for-ri="87811" type="text/json">{"id":87811,"name":"Charity","url":"https://www.academia.edu/Documents/in/Charity?f_ri=1073","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=43978670]'), work: {"id":43978670,"title":"The Social Marketing of Giving A framework for public policy intervention","created_at":"2020-08-29T22:30:50.789-07:00","url":"https://www.academia.edu/43978670/The_Social_Marketing_of_Giving_A_framework_for_public_policy_intervention?f_ri=1073","dom_id":"work_43978670","summary":"Despite significant government efforts to\nbolster individual philanthropy, giving by\nindividuals (as a percentage of household\nincome) has remained remarkably static and\nparticipation in many western countries is\ndeclining. This article explores the role that\ngovernments might play in facilitating\ngrowth, from a social marketing perspective.\nDrawing on research from multiple domains\nthis article proposes an easily accessible and\nactionable framework (1) to inform public\npolicy and (2) to guide further impactful\nacademic research, with the objective of\nincreasing both participation in, and the\nmonetary value of, individual giving.","downloadable_attachments":[{"id":64308294,"asset_id":43978670,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":168235435,"first_name":"Haseeb","last_name":"Shabbir","domain_name":"independent","page_name":"HaseebShabbir2","display_name":"Haseeb Shabbir","profile_url":"https://independent.academia.edu/HaseebShabbir2?f_ri=1073","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":1073,"name":"Public Management","url":"https://www.academia.edu/Documents/in/Public_Management?f_ri=1073","nofollow":false},{"id":1786,"name":"Social Marketing","url":"https://www.academia.edu/Documents/in/Social_Marketing?f_ri=1073","nofollow":false},{"id":9327,"name":"Fundraising","url":"https://www.academia.edu/Documents/in/Fundraising?f_ri=1073","nofollow":false},{"id":87811,"name":"Charity","url":"https://www.academia.edu/Documents/in/Charity?f_ri=1073","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_958091" data-work_id="958091" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/958091/MANAGING_PUBLIC_FINANCE_AND_PROCUREMENT_IN_FRAGILE_AND_CONFLICTED_SETTINGS">MANAGING PUBLIC FINANCE AND PROCUREMENT IN FRAGILE AND CONFLICTED SETTINGS</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/958091" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="1fd0439da067b0236b23c5b9bbf89b97" rel="nofollow" data-download="{"attachment_id":5855144,"asset_id":958091,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/5855144/download_file?st=MTczMzI1NjE2MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="794837" href="https://nsukonline.academia.edu/TheodoraOkonko">Theodora Okonko</a><script data-card-contents-for-user="794837" type="text/json">{"id":794837,"first_name":"Theodora","last_name":"Okonko","domain_name":"nsukonline","page_name":"TheodoraOkonko","display_name":"Theodora Okonko","profile_url":"https://nsukonline.academia.edu/TheodoraOkonko?f_ri=1073","photo":"https://0.academia-photos.com/794837/271075/320418/s65_theodora.okonko.jpg"}</script></span></span></li><li class="js-paper-rank-work_958091 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" 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