Business administration ≠ public administration

Siffin, William J.

doi:10.1016/0007-6813(62)90015-0

Cited by 3 publications

(3 citation statements)

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“…Economic goals are generally considered clearer, more consistent, and quantifiable, and are usually thought possessed by PPOs as the major actors in the economic market (Buchanan 1974(Buchanan , 1975Rainey, Backoff, and Levine 1976;Gold 1982). Siffin (1962) claims PPOs' goals are more rational and tangible than PSOs', and Files (1981) suggests they are more definite and precise. Although both organization types may hold complex and conflicting goals, PSOs tend more often to do so because of PSOs' multiple service objectives and political nature.…”

Section: Organizational Values and Goalsmentioning

confidence: 99%

“…PPOs' and PSOs' structures diverge with regard to power, process, and rule consistency. There are countless studies of PSOs' dual power structures (professionals and administrators), in such organizations as prisons (Jacobs 1977), hospitals, and school systems (Siffin 1962;Rainey, Backoff, and Levine 1976;Lewis and Lewis 1983). Many PSOs' decision-making and power are more decentralized than PPOs' (Meyer and Rowan 1977;Meyer and Scott 1983).…”

Section: Organizational Structurementioning

confidence: 99%

“…Other researchers find distinct differences between these organization types (Siffin 1962;Sarri and Hasenfeld 1978;Files 1981;Stein 1981). Divergent values, goals, incentives, structure, power and dependency, revenue acquisition, and environmental constraints prohibit joining PPOs and PSOs in one nondistinguishing organizational category (Rainey, Backoff, and Levine 1976;Hasenfeld 1983).…”

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confidence: 99%

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Comparison of Characteristics of Private Product Producing Organizations and Public Service Organizations

Schiflett

Zey

1990

The Sociological Quarterly

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This analysis explores whether propositions and empirical findings of contemporary theories of organizations directly apply to both private product producing organizations (PPOs) and public human service organizations (PSOs). Eight central characteristics are compared: organizational values and goals, incentives, organizational structure, raw materials, power‐dependency relationships, technology, revenues and accountability, and environmental constraints. Major differences between PPOs and PSOs suggest that organization theories developed from findings about PPOs inadequately describe PSOs. Comparative research would demonstrate the need for new models of these organizational types. Since these types derive from contradictory assumptions and have differing characteristics, each should be sampled to the other's exclusion and generalizations made only to that type. The findings refute the popular assumption that all PSOs can privatize with equal success This is not a failure by PSOs to achieve PPOs' standards; rather the types pursue different values and accomplish different goals.

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Section: Organizational Values and Goalsmentioning

confidence: 99%

Section: Organizational Structurementioning

confidence: 99%

mentioning

confidence: 99%

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Comparison of Characteristics of Private Product Producing Organizations and Public Service Organizations

Schiflett

Zey

1990

The Sociological Quarterly

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The Public–Private Distinction: Insights for Public Administration from the State Action Doctrine

Malatesta

Carboni

2014

Public Administration Review

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Public administration scholars continue to grapple with how and why public organizations diff er from private organizations. Th e judiciary deals with similar questions in ruling on constitutional claims that apply exclusively to state actors. Th e authors consider similarities and diff erences between scholarly and judicial approaches, adding to the body of research attempting to capture the complexities of the public-private distinction. Th e application in this article includes the coding of seminal court decisions and qualitative comparative analysis (QCA) to fi nd combinations of causal conditions that lead to state action rulings. Th e specifi cs revealed through QCA provide valuable lessons for extending public norms and preserving constitutional protections when outsourcing public services. Practitioner Points• Public managers continue to grapple with distinguishing "public" from "private." Meanwhile the courts apply the State Action Doctrine to distinguish state actors from private actors in order to determine the boundaries for constitutional protections. • Public administrators should be knowledgable about the State Action Doctrine; its application has critical implications for contracting and the extension of constitutional protections. • When public managers outsource services to private actors they can craft contract language to guarantee constitutional protections, thereby fi lling any constitutional voids that may result from defi ning an actor as "private."

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Inter Organizational Policy Systems and Research on Public Organizations

Milward

1982

Administration & Society

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Business administration ≠ public administration

Cited by 3 publications

References 0 publications

Comparison of Characteristics of Private Product Producing Organizations and Public Service Organizations

Comparison of Characteristics of Private Product Producing Organizations and Public Service Organizations

The Public–Private Distinction: Insights for Public Administration from the State Action Doctrine

Inter Organizational Policy Systems and Research on Public Organizations

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