Critical factors in public sector collaboration in Malaysia

Ramadass, Shila Devi; Sambasivan, Murali; Xavier, John Antony

doi:10.1108/ijpsm-10-2016-0167

Cited by 11 publications

(8 citation statements)

References 48 publications

(66 reference statements)

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“…The complexity of social problems can create a situation where mandators have no choice but to initiate collaboration. Mandated collaboration, particularly in the public sector, involves the active involvement of public agencies and participation from the community or private sector when facing challenges in areas such as crime, corruption, education, and income inequality (Ramadass et al, 2017).…”

Section: Findings and Discussionmentioning

confidence: 99%

Am I My Brothers’ Keeper? A Critical Review of Mandated Collaboration Research

Sullivan,

Yeo,

Kim

2024

The American Review of Public Administration

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To synthesize and examine the growing literature on mandated collaboration, we conducted a critical literature review of the growing literature on mandated collaboration, asking what the field of public administration knows about its purposes, mechanisms, contexts, and performances. Mandated collaboration occurs when a third party requires and enforces collaboration among other potential collaborators. We find four takeaways: (a) mandators require collaboration to address complex problems; (b) mandators enforce collaboration through hierarchical authority and market-based incentives; (c) mandated collaboration occurs across several policy contexts; and (d) the context surrounding the collaboration affects its success. We conclude with three unknowns, regarding how mandated collaboration achieves policy goals, if mandators are collaborators, and the willingness of participants required to collaborate. Our review enhances public administration's understanding of collaborative governance by offering insight into the governance tool of mandating collaboration, contexts under which it succeeds, and steps for future research.

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Section: Findings and Discussionmentioning

confidence: 99%

Am I My Brothers’ Keeper? A Critical Review of Mandated Collaboration Research

Sullivan,

Yeo,

Kim

2024

The American Review of Public Administration

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“…There is also a growing need for upper-level management skills at negotiating and liaising with diverse stakeholders and networks; solving current complex problems by heavily depending on hierarchical authority is not practical nor feasible (Head, 2010). The importance of upper public managers to have competencies to collaboratively work as a team is also underlined in Ramadass et al. 's (2017) study.…”

Section: Discussionmentioning

confidence: 99%

Competencies for superior performance across management levels in the provincial government executive offices

Monang

Sudirman

Siswanto

et al. 2022

JMD

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PurposeThe purpose of this study is to investigate a set of competencies that are important for superior performance across three top levels of management in the provincial government executive offices.Design/methodology/approachUsing the case of the West Java Province Government, Indonesia, a qualitative approach with document analysis and behavioural event interview techniques were employed. The results were confirmed using focus group discussions. The Mann–Whitney U test was also conducted to further analyse the results.FindingsThe authors found 19 competencies grouped into five competency clusters: managing personal, managing task, managing work unit, managing socio-cultural and functional aspects. The Mann–Whitney U test results showed that managing work unit and socio-cultural aspects were more important for upper-level management, while functional aspects were more necessary for lower and middle levels of management. Two competencies, that is, achievement orientation and innovation, were the main characteristics of superior performers across all management levels, differentiating them from average performers.Practical implicationsThe study suggests the need for the Government of Indonesia to improve the current competency model. Its implications on educational and training institutions are discussed.Originality/valueThis study considered three different levels of management, grouped into superior and average performers and thematically analysed their past experiences when performing their jobs. It thus extends previous competency studies that mostly focus on a particular management level and individuals' perceptions.

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“…The level of support and directing is determined by the subordinates’ competence and commitment (Thompson, 2018). A transformational leader is depicted as someone who identifies the vision, focuses on developing and mentoring employees, delegates challenging tasks, provides feedback, as well as recognises and satisfies employees’ needs and concerns (Maqbool et al , 2017; Ramadass et al , 2017). In addition to enhancing their problem-solving abilities, transformational leaders also stimulate employees’ intellectual and creative abilities (Bouwmans et al , 2017).…”

Section: Conceptual Frameworkmentioning

confidence: 99%

An assessment of facilitative leadership, communication quality and trust on public-private partnership success

Som

Ismail

Omar³

et al. 2023

JABS

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Purpose This study aims to test a public–private partnership (PPP) success model by examining the direct effects of two input factors (facilitative leadership and communication quality) on an outcome factor, namely, PPP success (PPP project success and PPP relational success), as well as the mediating effect of trust as a process factor on these relationships. Design/methodology/approach The present research uses the sociotechnical systems theory as the guiding framework. This is a quantitative study that uses a questionnaire survey and purposive sampling. The respondents comprise 266 public and private sector employees who have been involved in various PPP projects. The data gathered from the survey are analysed using SPSS and structural equation modelling (AMOS version 23.0). Findings The findings of this study indicate that facilitative leadership, communication quality and trust are positively correlated with PPP success, that is, PPP relational and PPP project success. Trust is found to mediate the relationship between facilitative leadership and communication quality with PPP success. Practical implications This paper upholds the importance of facilitative leadership, communication quality and trust in a PPP setting. Originality/value This study enriches the knowledge of PPP projects regarding facilitative leadership, communication quality and trust. It also discusses the vital role of these variables in ensuring PPP success.

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Critical factors in public sector collaboration in Malaysia

Cited by 11 publications

References 48 publications

Am I My Brothers’ Keeper? A Critical Review of Mandated Collaboration Research

Am I My Brothers’ Keeper? A Critical Review of Mandated Collaboration Research

Competencies for superior performance across management levels in the provincial government executive offices

An assessment of facilitative leadership, communication quality and trust on public-private partnership success

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