Innovation in Public Sector Management Control Systems in the Context of New Public Management: A Case of an Australian Public Sector Organization

Chowdhury, Anup; Shil, Nikhil Chandra

doi:10.7341/20161245

Cited by 6 publications

(7 citation statements)

References 60 publications

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“…The first column of Table 2 below presents features of traditional budget, while the second shows the performance budgeting. Source: Own elaboration based on: Hansen (2011), Niculescu & Leustean (2014), Ruggeri, et al (2017), Alam & Nandan (2008), Roehm & Castellano (1977), Whitmore (1980), , Dunleavy & Hood (1994), Covaleski, Dirsmith & Jablonsky (1985), Lubinska (2007), Winiarska (2012), Chowdhury & Shil (2016), Swietla & Wojcik-Jurkiewicz (2017), Bleyen, Lombaert & Bouckaert (2015)…”

Section: Resultsmentioning

confidence: 99%

The Risk Associated With the Replacement of Traditional Budget With Performance Budgeting in the Public Finance Sector Management

Emerling¹,

Wójcik-Jurkiewicz²

2018

EMS

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Performance budgeting has been functioning in Poland for almost twelve years now and it still can be said that it is a challenge for the entire sector. So far many countries have attempted to implement it, proposing a transition from the traditional budget to the performance budgeting. It should be noted that this also causes a change in thinking which does not come too easily, especially in case of managing public administration. In addition, the performance budgeting is a key element of the management system. The purpose of this paper is to show that the replacement of traditional budget with performance budgeting is desirable in public administration. It would lead to the improvement of the quality of state management and as a tool it would allow to effectively monitor and evaluate the results and efficiency of budgetary funds administrators. The performance budgeting is a tool for public governance management. The applied research methods are the method of critical analysis of literature studies and the analysis of the advantages of drawing up a task-based budget in relation to the traditional budget in managing the public finances unit. These methods will be presented in the context of their suitability to demonstrate that it is necessary to convert the traditional budget into a budget in a task setting, in public administration. The basic hypothesis is the assumption that the use of a task-based budget will lead to improvement in the quality of state management, and as a tool it will allow effective monitoring and evaluation of the results and effectiveness of budget part managers.

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Section: Resultsmentioning

confidence: 99%

The Risk Associated With the Replacement of Traditional Budget With Performance Budgeting in the Public Finance Sector Management

Emerling¹,

Wójcik-Jurkiewicz²

2018

EMS

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“…NPM initiatives have created changes in the structure and processes of public sector organizations with the aim of making them work better. A government department in the Australian Capital Territory (ACT) was selected as the field of investigation and found that these management control tools adopted forced the organization being researched to perform better, supporting the logic of adopting New Public Management practices (Chowdhury & Shil, 2016).…”

Section: Entrepreneurship and Innovation Experiencesmentioning

confidence: 99%

Entrepreneurship and Innovation in Public Management

Magul

Pasqualetto²

2023

IJBA

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Entrepreneurship is defined as the generation of a “new or innovative idea”. Innovation is the energy that drives productivity. It is the purpose or reason for any adaptation, improvement or invention, and when successfully applied, is able to transform scarce resources into results. It is known that an entrepreneurial culture in public organizations raises the level of management. The objective of this article is to evaluate the current Brazilian scenario regarding studies that investigate whether entrepreneurship and innovation are capable of transforming the public sector. The methodology used included the search for articles on the Capes journal portal. The results demonstrated the importance of an entrepreneurial profile with the capacity to innovate, with more flexible and creative behavior. They show how leaders can create market opportunities and are able to perfect their actions. It finds that an entrepreneurial culture in public organizations raises the level of management. It was found that in the public sector, at all levels of policy and services there are different forms of innovation including, conceptual, systemic, political, administrative/organizational, in-service products and in service.

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“…The management system must be designed and used to contribute to the concordance between organisational objectives, individual objectives, and organisational performance (Chowdhury & Shil, 2016;Merchant & Van der Stede, 2012). It should also help with the execution of an adaptive control system that facilitates the processes of change that WHSs will have to face in the future (Birnberg, 1998).…”

Section: Comprehensive Sustainable Management Information Systemmentioning

confidence: 99%

Sustainability dimensions and World Heritage Site management: the case of the Royal Alcazar of Seville, Spain

Fuentes¹,

Ruiz

Lobo-Gallardo

2022

EJTR

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The management of a World Heritage Site must have an intergenerational and sustainable perspective that leads to the development and implementation of policies for its sustainability. The purpose of this research is to expand knowledge on whether and how World Heritage Sites include sustainability dimensions in their management processes. Sustainability is envisioned as a multifaceted concept made up of financial, heritage, sociocultural, and environmental perspectives. A case study has been carried out at the Royal Alcazar of Seville, a UNESCO World Heritage Site since 1987. The findings highlight how sustainability dimensions intertwine with its management system. They also indicate that the financial and heritage dimensions are those that remain the most developed and that sociocultural and environmental dimensions are gaining prominence in management processes. Managers of other heritage sites can benefit from this research by acknowledging the role that all dimensions of sustainability play in the management processes of their organisations.

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Innovation in Public Sector Management Control Systems in the Context of New Public Management: A Case of an Australian Public Sector Organization

Abstract: Abstract

Cited by 6 publications

References 60 publications

The Risk Associated With the Replacement of Traditional Budget With Performance Budgeting in the Public Finance Sector Management

The Risk Associated With the Replacement of Traditional Budget With Performance Budgeting in the Public Finance Sector Management

Entrepreneurship and Innovation in Public Management

Sustainability dimensions and World Heritage Site management: the case of the Royal Alcazar of Seville, Spain

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