Citizen Satisfaction: A Multicriteria Satisfaction Analysis

Manolitzas, Panagiotis; Yannacopoulos, Denis

doi:10.1080/01900692.2013.774416

Cited by 14 publications

(16 citation statements)

References 13 publications

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“…One can certainly imagine that delays would affect red tape-related organizational performance. In the first place, we know that the amount of time spent waiting for goods and services is a key element of both customer satisfaction (Conner-Spady, Sanmartin, Johnston, McGurran, Kehler, & Noseworthy, 2011;Kumar, Kalwani, & Dada, 1997;Tom & Lucey, 1995;Wen & Chi, 2013) and, less studied, government agencies' client satisfaction (Manolitzas & Yannacopoulos, 2013;Mugion & Musella, 2013). Administrative delays within an organization likely affect completion and delivery times for products and services.…”

Section: Administrative Delay Red Tape and Organizational Performancementioning

confidence: 99%

Administrative Delay, Red Tape, and Organizational Performance

Kaufmann

Taggart

Bozeman

2018

Public Performance & Management Review

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We focus on the relationships among administrative delay, red tape, and red tape-related organizational performance. We hypothesize that administrative delay leads to more red tape, more complaints from clients about red tape, and makes it more difficult for organizations to serve their clients. We test our hypotheses using data from the National Administrative Studies Project-Citizen, gathered on Amazon Mechanical Turk in late 2014 (n ¼ 1,254). The results support each of the hypotheses. The findings imply that managers may improve organizational performance by identifying and addressing the specific sources of administrative delay, rather than focusing on general perceptions of organizational red tape. KEYWORDS administrative delay; red tape; organizational performance A growing body of knowledge in public administration is concerned with shedding light on the association between pathological written rules or red tape and various other concepts at the level of the organization and the individual (Bozeman & Feeney, 2011; Brewer, Walker, Bozeman, Avellaneda, & Brewer Jr., 2012). For example, red tape has been studied in the contexts of organizational effectiveness (Pandey, Coursey, & Moynihan, 2007), organizational risk culture (Bozeman & Kingsley, 1998), and public service motivation (Scott & Pandey, 2005). Yet, there is a dearth of research on predictors of red tape. This is where we seek to make our contribution. Earlier work on red tape argued that red tape is predicted by administrative delay of core organizational tasks, such as purchasing equipment, and hiring personnel (Bretschneider, 1990; Pandey & Bretschneider, 1997). The authors of those earlier studies were careful to underscore that administrative delay measures do not and cannot actually map the red tape concept space, because red tape is more than an administrative burden or delay alone. Rather, red tape "has no redeeming social value" (Bozeman, 1993, p. 283). In this study, we return to the idea of administrative delay as a CONTACT Wesley Kaufmann

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Section: Administrative Delay Red Tape and Organizational Performancementioning

confidence: 99%

Administrative Delay, Red Tape, and Organizational Performance

Kaufmann

Taggart

Bozeman

2018

Public Performance & Management Review

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“…Based on these diagrams, the decision makers, in our case the entrepreneurs, can examine which are the weak and strong points of the firms' performance in the creative industries, based on the four types of networking. The action diagram (Figure 3b) is divided into four quadrants [22][23][24][25][26][27][28]: i) Status quo (low performance and low importance): No action is required, given that these performance dimensions are not considered as important by the enterpreneurs, ii) Leverage opportunity (high performance/high importance): This area can be used as advantage against the competition (creative industries), iii) Transfer resources (high performance/low importance): A company's resources may be better used elsewhere, iv) Action opportunity (low performance/high importance): These are the criteria that need attention; improvement efforts should be focused on them, in order to increase the performance of the creative industries. As noted in the previous paragraph the action diagram depicts the strategic actions that the entrepreneurs should undertake and implement for the improvement of their ventures performance.…”

Section: Resultsmentioning

confidence: 99%

“…The MUlticriteria CReative INdustries Evaluation (MUCRINE) has been based on the Multicriteria Satisfaction Analysis method in order to provide quantitative measures of the creative industries performance considering the qualitative form of the entrepreneurs' judgements [22][23][24][25][26][27][28].…”

Section: The Multicriteria Creative Industries Evaluation Methodsmentioning

confidence: 99%

Data on Creative Industries Ventures’ Performance Influenced by Four Networking Types: Designing Strategies for a Sample of Female Entrepreneurs with the Use of Multiple Criteria Analysis

Mylonas

Manolitzas

Grigoroudis

2020

Data

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This paper presents data that investigates the creative industries ventures’ performance affected by four different types of networking, namely the social, the professional, the family, and that with public sector organizations. Three hundred and seventy-one questionnaires have been collected for the assessment of networking impact on venture performance. In order to examine the ventures’ performance levels of the female entrepreneurs or self-employed in the creative industries of Greece, we use a multiple criteria method. Based on the data analysis, the most important criterion for the female entrepreneurs in the creative industries to perform highly is professional networking while the least important is observed in the criterion of family networking.

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“…Beside the criteria weights, the MUSA method provides a set of average satisfaction indices. These average indices show, in the range 0–100, the level of global or single criterion customer satisfaction; they may be considered as the basic average performance indicators (globally or per criteria) for the organization [6] . A brief analysis of the Fig.…”

Section: Experimental Design Materials and Methodsmentioning

confidence: 99%

“…Combing the results that have been derived by the MUSA methodology (criteria weights, average satisfaction indices) the methodology produces action diagrams which are similar to SWOT [4] , [6] , [7] , [8] , [9] , [10] , [11] , [12] analysis and may present the strong and weak points of the emergency department, indicating which satisfaction dimensions should be improved.…”

Section: Experimental Design Materials and Methodsmentioning

confidence: 99%

Data on patient’s satisfaction from an emergency department: Developing strategies with the Multicriteria Satisfaction Analysis

et al. 2018

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This article presents data that examine the patient׳s satisfaction from the services of an Emergency Department in Greece during the economic crisis. 490 questionnaires have been collected for the assessment of patient satisfaction by taking into account criteria like cleanliness, waiting room, access to the hospital, courtesy, friendliness and professional attitude of the emergency department staff, service processes and waiting times. In order to examine the satisfaction levels of the patients and moreover to design possible strategic actions we use the MUSA method.

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Citizen Satisfaction: A Multicriteria Satisfaction Analysis

Cited by 14 publications

References 13 publications

Administrative Delay, Red Tape, and Organizational Performance

Administrative Delay, Red Tape, and Organizational Performance

Data on Creative Industries Ventures’ Performance Influenced by Four Networking Types: Designing Strategies for a Sample of Female Entrepreneurs with the Use of Multiple Criteria Analysis

Data on patient’s satisfaction from an emergency department: Developing strategies with the Multicriteria Satisfaction Analysis

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