Algorithmic governance in public sector: is digitization a key to effective management

Abstract

While algorithmic governance in the public sector can lead to increased efficiency and cost-effectiveness, the implementation of those digital innovations can also result in multiple forms of harm: data bias can lead to reinforcement of inequality, discrimination, and criminalization of already marginalized populations; lack of accountability and transparency in decision-making can lead to injustices; societal trust and the legitimacy of public sector institutions may suffer; privacy and fundamental human rights may be threatened, ethical standards challenged. Digital transformation, leading to algorithmic governance, may be challenged in times of crisis, such as the recent pandemic outbreak, as new technologies in public sector institutions and forms of data-driven surveillance and intrusive monitoring are introduced in the name of public security and social need. This research focuses in affirming the assumption that the effective management in the public sector, first of all, is determined by the ability of this sector to transform the perception of the services delivered; secondly, it requires strategic actions to enable the systemic and coherent digital transformation of the public sector; and lastly, the new strategies of human resources management in the public sector should be considered. The focus is concentrated on understanding how the implementation of digital tools to the public sector and public services correlate with algorithmic governance concept and what impact digitization has on the effectiveness of management in the public sector.

Covid-19 Pandemisi Sırasında Stratejik Yönetim Literatüründe Neler Söylendi?

“…By relating to the "organized" part of VRIO analysis developed by Barney (1995), it can be said that managerial competencies are critical for success, especially in crises that are highly volatile in their nature. In this sense, topics like stakeholder management including philanthropy, CSR, external communication, variety of stakeholders like migrants governments, civil society organizations (Al-Mansour and Al-Ajmi, 2020; He and Harris, 2020;Arslan, et al, 2021;Boeing and Wang, 2021;Bogomoletc and Lee, 2021;Chen, Liu, et al, 2021;Hammerschmidt, et al, 2021;He, et al, 2021;Kwok, et al, 2021;Lee and Li, 2021;Nayal, et al, 2021;Yen, et al, 2021) knowledge management (Iacuzzi, et al, 2020;Edghiem, et al, 2020;Ammirato, et al, 2020;Yigitcanlar, et al, 2021;Bratianu and Bejinaru, 2021;Saide and Sheng, 2021;Mariano, 2021;Klein and Todesco, 2021;Chen, Tansley and Chou, 2021;Azyabi, 2021), crisis management Hughes, et al, 2020;Kraus, et al, 2020;Moorkamp, et al, 2020;Lai and Wong, 2020;Alves, et al, 2020;Fasth, et al, 2021;Cullen and Murphy, 2021), governance (Kim, 2020;Ansell, et al, 2020;Sharma, Borah, and Moses, 2021;Abbas et al, 2021;Verbeke and Yuan, 2021), digitalization management (Anderson, 2020;Pūraitė, et al, 2020;Li, et al, 2020;…”

Unleashing the Power of Capacity Building: Transforming Governance and Policy Implementation in the Digital Era

“…In addition, this concept can be used to strengthen the DOI 10.18502/kss.v8i17.14121 capacity of organizations, in this case, the government, to provide public services. In this case, it is used to build the technological infrastructure needed to support governance transformation, such as data management systems, digital platforms, and analytical tools; develop policies and procedures that facilitate the use of digital technology in governance and policy implementation; and encourage collaboration and synergy between units/work units in the organization to optimize the use of digital technology Pūraitė & Shmorgun, [10]. Through comprehensive capacity-building efforts, the government and other stakeholders can prepare themselves to optimize the benefits of digital technology, overcome obstacles, and achieve sustainable development goals in the context of better public governance.…”

How Leader’s Red Tape Interacts With Employees’ Red Tape From the Lens of the Job Demands-Resources Model

“…Although this digitization is seen as a positive transformation, digital tools also pose new challenges, expectations, requirements, and change the nature of the work done by many employees. Consequently, digital tools can also put demands on people’s jobs, resulting in negative HR outcomes, such as stress and lower job satisfaction (Marchiori et al, 2020), especially when these demands are not matched with accommodating resources (Bakker & Demerouti, 2018; Ogonek & Hofmann, 2018; Pūraitė et al, 2020). Such imbalances play a central role in the job demands-resources (JD-R) model (Demerouti et al, 2001), which states that employees’ attitudes and behaviors are a function of their job demands (i.e., work-related characteristics that consume the mental or physical capacities of employees) and job resources (i.e., work-related characteristics that help workers in their personal development, coping, and goal achievement; Bakker & Demerouti, 2007).…”

“…Currently, the public sector is undergoing a major digital transformation (Ogonek & Hofmann, 2018). Public workplaces are increasingly changing in terms of using 1 Ghent University, Belgium technology due to the idea that new digital tools will improve employees' efficiency and job experience (Pūraitė et al, 2020). Although this digitization is seen as a positive transformation, digital tools also pose new challenges, expectations, requirements, and change the nature of the work done by many employees.…”