Human resource strategies in response to government cutbacks: a survey experiment

Challenges for third sector organisations in cutback management: a sporting case study of the implications of publicness

“…These shortcomings in leadership behaviours can be inter-455 preted using the 'coping cycle' from change management theory (Carnall and By 2014) in which an early sequence of immobilisation, denial and depression hampers the ability to respond effectively to a crisis. 'Denial and delay' is also a recognised response to fiscal stress in the public cutback management literature, albeit often associated with less severe budget reductions (Kim 2018). In this study, the problems 460 of denial and lack of responsibility were heightened by ambiguities in the roles of Great Britain and home nation NGBs.…”

“…When the effects of cutback reach the service delivery level, it is often at the end of a series of decisions on resource allocations, 120 taken sequentially at different levels and in a hierarchical pattern. However, the focus of recent research has typically been on central government policy (Ghin, Hansen, and Kristiansen 2017;Van de Walle and Groeneveld 2016), and human resource strategies (Esteve et al 2017;Kim 2018;Park 2018), with less attention to cutback management on the front line. A recent cutback management study which did focus 125 on the service delivery level commented on the lack of systematic research at the agency and 'street level bureaucrat' level in fiscal crisis (Savi and Cepilovs 2017).…”

Experimental research in the Asia-Pacific region: review and assessment of regional capacity

“…All of the studies reviewed in this article described in detail the measurement scales and operationalisation strategies adopted for the explanatory (treatment) and outcome variables. In terms of the sample selection, nine studies used a random sampling frame, such as probability (Kim, 2019), representative (Porumbescu et al, 2020) and stratified (Cai et al, 2020;Lee & Park, 2020a, 2020b sampling. The sampling approaches used in the remaining 21 studies were coded as non-random due to their explicit mention of having used a nonprobability (e.g., Kim & Kim, 2016a, 2016b, unrepresentative or convenience (Stroik et al, 2019) sampling method.…”

“…One strategy to develop capacity in experimental research is to co-author with faculty with the relevant expertise. It appears that this strategy was widely used as all but three of the 30 reviewed articles resulted from scholarly collaboration (see Campbell, 2020;Kim, 2019;Noda, 2020). Through these coauthored publications, we can map out the co-authorship network with which researchers are engaged and visualise how experimental methodology has begun to develop and diffuse in the Asia-Pacific region.…”

Divergent Effects of Cutback Strategies on Organizational Capacities: Evidence from U.S. Counties

“…Cutback strategies' effects on organizational capacities: a contingency approach Cutback strategies are defined as "managing organizational change toward lower levels of resource consumption and organizational activity" (Levine, 1979, p. 180). 2 Prior literature consistently finds that public managers' choices of different types of cutback strategies depend on the level of fiscal stress: cutting and smoothing strategies (targeted cuts) under severe constraint and denial and delay strategies under less severe constraint (Chen, 2013;Kim, 2019;Levine et al, 1981). 3 Cutting and smoothing strategies denote a range of tactics from "strategic prioritization" and "managerial strategies" to "ad hoc" or even "random" cuts (Raudla et al, 2017, p. 377).…”