Administration without Borders

Koppell, Jonathan G. S.

doi:10.1111/j.1540-6210.2010.02245.x

Cited by 40 publications

(28 citation statements)

References 35 publications

(28 reference statements)

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“…Interestingly, the breadth of organizations contributing to the public good across sectors is more expansive compared to when earlier generations entered the workforce . Even more, the rise of globalization, budgeting shortfalls, economic instability, and privatization all signal challenges that must be faced by a range of organizations (Koppell, 2010). Public affairs instruction fostering the development of competencies essential to managing publicness may uniquely prepare future managers for the increasingly complex and ever-changing dynamic of organizations, which are likely to continue moving forward.…”

Section: Discussionmentioning

confidence: 99%

“…(365). Interestingly, motivating the generic approach, in part, are issues at the heart of contemporary dialogue on public-private distinctions: the blurring of sectors (Bozeman, 1987), provision of public goods and services by private entities (Heinrich & Fournier, 2004;Koppell, 2010Frederickson, 1999, and the commonality of certain management techniques across public, private, and hybrid organizations (Helco, 1977). However, more recent developments in public administration research reject the generic approach, contending that public organizations maintain distinct goals, structures, processes, and external environments (Rainey et al, 1976;Rainey, 2014).…”

Section: The Generic Approachmentioning

confidence: 99%

“…Similarly, contend that the two frameworks "are not mutually exclusive alternatives but are instead useful and even complementary alternatives" (218). However, some scholars contend that the core and dimensional approaches measure "governmentalness" instead of publicness (Frederickson, 1997;Koppell, 2010). To bridge the divide between measuring governmentalness and publicness, additional influences on publicness have been explored-including influences distinct from legal ownership and political authority (Moulton, 2009;Merritt, 2014).…”

Section: Realized Publicness and Public Value Institutionsmentioning

confidence: 99%

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Developing organizational leaders to manage publicness: A conceptual framework

Merritt

Farnworth

Kienapple

2018

Journal of Public Affairs Education

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Students enrolled in programs accredited by the Network of Schools of Public Policy, Affairs, and Administration (NASPAA) are increasingly seeking careers outside of classic government organizations. Considering the diversity of job placements with respect to sector (i.e., government, private for-profit, nonprofit), public affairs students may benefit from in-course instruction that aims to develop management competencies that are applicable to any sector.Educating students on publicness theory, specifically managing to achieve public outcomes (i.e., managing publicness), may position these current and future organizational leaders to identify and effectively manage certain structures and institutions in their organization and the external environment. Accordingly, this study provides a conceptual framework in the form of a research-intensive assignment that will equip public affairs students with a working view of how publicness applies to their organizations. By engaging in this research, students acquire practical tools that allow them to consider publicness in their management strategies and decisions regardless of their sector of employment.

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Section: Discussionmentioning

confidence: 99%

Section: The Generic Approachmentioning

confidence: 99%

Section: Realized Publicness and Public Value Institutionsmentioning

confidence: 99%

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Developing organizational leaders to manage publicness: A conceptual framework

Merritt

Farnworth

Kienapple

2018

Journal of Public Affairs Education

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“…This may require organisations with different structures, rules and needs to collaborate with others. Scholars have discussed at length the difficulties that arise in the implementation of NPM due to complexities such as the change in the structure of the public sector, combining different cultural norms, and ambiguity in the borders of organisations (Christensen & Laegreid, 2010;Koppell, 2010). Weber and Khademian (2008) also argue that without engaging a wide variety of stakeholders to solve the emerging challenges, we are unlikely to find solutions to the problems associated with NPM.…”

Section: New Public Management As a Potential Future Perspectivementioning

confidence: 99%

New Forms of Collaboration in Emergency Response Systems: A framework for participatory design of information systems

Mojir¹

2016

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An emergency response systems (ERS) is usually responsible for delivering essential services to save lives and minimise environmental damage in case of small, frequent or large-scale emergencies. The ongoing global financial crisis, lack of professional resources, public sector cuts and rising public expectations are some of the challenges ERSs currently are facing. At the same time, societal trends in form of large-scale disasters such as tsunamis, storms, forest fires, terror attacks, and wars in the Middle East leading to mass migration have intensified recently and globally, increasing demand for these services in the public sector. As a result, emergency response actors are often under extreme pressure, and may need to seek assistance from and cooperate with other resources in society in order to become more effective. An emerging trend in ERSs in response to the challenges, in Sweden and internationally, is to create new forms of collaboration in emergency management (e.g., cross-sector collaboration, involving citizens in e-government, and involving volunteers). While research and practice have started to show the benefits of organising ERSs in new ways, the increasingly broad set of heterogeneous stakeholders involved in the collaborations introduce various challenges. Legal issues, unclear responsibilities of actors, difficulty in the categorisation of tasks, job insurance problems, diversity in education and background of actors, and difficulty determining actors' specific needs for IS support are some examples. Analysis of collaborations thus becomes increasingly complex, and must incorporate many aspects. Rudimentary analyses may result in failure of related projects and IS development, and ultimately in less effective collaborations. New forms of collaboration must therefore be analysed and understood rigorously, generally and in each specific context in order to develop them for ERSs and the public sector and to support actors with effective IS tools.This thesis develops and presents a framework for analysing new forms of collaboration in ERSs. It also provides an initial suggestion on how to apply the framework with a specific focus on IS development. The study was carried out as a qualitative case study based on three kinds of collaboration in the Swedish ERS: co-operative, cross-sector use of resources, involving civil volunteers in response operations and co-location of actors. The framework has fifteen dimensions. Sociotechnical systems theory and participatory design principles were applied to make the framework usable in the IS field. The framework can be used generally to analyse new forms of collaboration in ERSs in order to understand its different aspects and emergent challenges, such as actors' tasks, relevant laws, leadership and organisational factors, which may otherwise be overlooked, into the analysis process. As to IS development, the framework can contribute to organisational analysis and needs analysis in the participatory design of IS for ERSs, e.g. by helping to identi...

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“…Some of them call for redefining the boundaries and basic assumptions of public administration. For example, Koppell (2010) claims:…”

Section: Introductionmentioning

confidence: 99%

Swimming on Land: Some Suggestions for Today’s Public Administration

Lahat

2017

Employ Respons Rights J

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In recent decades researchers have suggested various models for public administration organizations. These models and reforms, generally called New Public Management and Post-New Public Management, ignore the different developmental phases of public organizations, especially when dealing with non-Western countries. Instead of asking how public organizations should look, we suggest asking what should they do? To answer this question, we present several principles on the individual and organizational levels that can serve as a good compass for public managers. On the individual level, we maintain that public employees should focus on listening, helping and learning. On the organizational level, we advocate incorporating public policy with public administration, embracing core principles as opposed to trying to achieve ends, and returning public administration to its key role. These principles reinforce each other and thus can enhance the capability of public organizations.

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Administration without Borders

Cited by 40 publications

References 35 publications

Developing organizational leaders to manage publicness: A conceptual framework

Developing organizational leaders to manage publicness: A conceptual framework

New Forms of Collaboration in Emergency Response Systems: A framework for participatory design of information systems

Swimming on Land: Some Suggestions for Today’s Public Administration

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