Joined-up Government: A Survey

Pollitt, Christopher

doi:10.1111/1478-9299.00004

Cited by 492 publications

(356 citation statements)

References 17 publications

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“…Opensourcing is particularly useful for problems that require cumulative knowledge or that needs collaboration and integration of different perspective and resources. The goal of opensourcing is to provide services that solve common problems or create public goods (Pollitt, 2003). The adoption of opensourcing requires the acquisition of specific expertise able to effectively manage the external contributions without any possibility to plan, control and predefine the final outcome.…”

Section: Opensourced Productionmentioning

confidence: 99%

ICTs and value creation in public sector: Manufacturing logic vs service logic

Cordella¹,

Paletti²

2018

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This paper contributes to the e-government literature discussing the role of information and communication technologies (ICTs) as an enabler of different modes of production of public services. E-government developments are often associated with organizational transformations aimed to increase the efficiency and the effectiveness of the internal production of public services or to facilitate the exchange of information and the coordination among different public organizations. However, ICTs can also enable the co-production of public services allowing citizens or non-public organizations, such as NGOs, social enterprises or private companies to co-produce public services with public sector organizations. ICTs can generate new relationships and dynamics that involve actors and resources outside public organizations, modifying the ways by which the value embedded in the services is produced. This paper critically describes and compares four different ICT mediated modes of production in the 2 light of the two different logics of value creation. For each mode of public service production we identify the associated benefits, risks and possible solutions that can be deployed to mitigate the risks. Key Points for practitioners• Public services can be produced using different production configurations• Different configurations of production of public services correspond to different value creation logics• Technologies can be deployed to increase internal efficiency or to enable co-production• There are not good or bad ways to produce services but just different ways to produce value• The decision of the most suitable way to produce a service should consider the operational capabilities necessary and the need of control over the final outcome

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Section: Opensourced Productionmentioning

confidence: 99%

ICTs and value creation in public sector: Manufacturing logic vs service logic

Cordella¹,

Paletti²

2018

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“…Nevertheless, the inevitable 'messy compromises' entailed in real world organizational practice does not detract from the force of the argument that, at its discursive core, leaderism projects and protects the values and interests of an idealized 'service user/consumer' that it has inherited from the neo-liberal ideological elements accompanying new managerialism/NPM. This contextual change from a concern with simple performance, targets or consumer wishes is further indicated in the evolution of policy evaluation from a managerial concern with inputs and outputs to broader concerns with the co-ordination of multiple services (Davies 2009;Pollitt 2003) and the social outcomes of policy (Strategy Unit 2006).…”

Section: Leaderism Leaderism (O'reilly and Reed 2010mentioning

confidence: 99%

The Grit in the Oyster: Professionalism, Managerialism and Leaderism as Discourses of UK Public Services Modernization

Reed

O’Reilly

2011

Organization Studies

114

105

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The representation of organizational agency in UK policy discourse on public service modernization is analysed in order to disclose the legitimation of elite organizational centres and the structuring of organizational peripheries and their potential for resistance. Three discourses are identified and explored: the residual, but still potent, discourse of professionalism; the dominant discourse of managerialism; and the emergent discourse of leaderism. The emergent discourse of leaderism is shown to be linked to an imaginary of neo-bureaucratic organizing, which represents an evolution of New Public Management. As such, the analysis of leaderism, a new form of privileged agency, contributes an insight into the dynamics of public service modernization. This is developed through exploring leaderism's tension between its strong affinity with unitarist managerialism and its weaker linkages to quasi-pluralist stakeholder networks which create potentialities for new forms of active resistance.

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“…However, those same politicians soon found out that changing the structure and organization of their central governments was a hard nut to crack. Not only did administrative reforms evoke harsh political opposition, they also increased-if successful at all-fragmentation and coordination costs (Pollitt 2003;Christensen and Laegreid 2007).…”

Section: Introductionmentioning

confidence: 99%

Coming to Terms with Termination of Public Organizations

2017

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Why do some public organizations survive and others do not? The bureaucratic retrenchment efforts since the 1980s showed public administration scholars that the structure of the state has its own demography. Yet studies on the survival of public organizations tested different hypotheses using different methods and definitions. This review article reflects on the consequences of different takes on termination, it compares and reports on the main findings thus far and argues that we should study organizational survival focusing on transitions to build on existing empirical work.

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Joined-up Government: A Survey

Cited by 492 publications

References 17 publications

ICTs and value creation in public sector: Manufacturing logic vs service logic

ICTs and value creation in public sector: Manufacturing logic vs service logic

The Grit in the Oyster: Professionalism, Managerialism and Leaderism as Discourses of UK Public Services Modernization

Coming to Terms with Termination of Public Organizations

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