Developing organizational leaders to manage publicness: A conceptual framework

Abstract

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.

Antecedents to managing publicness: a study of professional and cultural socialization

“…Rather, this approach to management is designed for any organizationregardless of its sectoral affiliation-that aims to address public problems. For example, business management scholars may find value in publicness theory, as their discipline has begun to place greater emphasis on the study of corporate social responsibility, which emphasizes that the actions of organizations in the private sector "contribute to social welfare, beyond what is required for profit maximization" (McWilliams 2015; see also Merritt et al 2018b).…”

“…Moreover, the blurring of sectors introduces empirical challenges to analyzing organizations primarily through an ownership lens (Dahl and Lindblom 1953;Wamsley and Zald 1973;Bozeman 1987;Bozeman and Bretschneider 1994). While core publicness does not fully discount the public characteristics of which many private organizations are comprised, it downplays the theoretical insights that research on private organizations may offer when seeking to classify public organizations (Merritt et al 2018a(Merritt et al , 2018b.…”

“…(Scott 2008;Moulton 2009). The ability to identify regulative, associative, and cultural-cognitive public value institutions, Moulton (2009) contends, better positions scholars identify the "public" characteristics of government organizations and the effects of publicness on the organizational achievement of public outcomes (see also, Merritt et al 2018b). That is, the identification or institutionalization of public values within organizational designs, structures, and processes may facilitate the effective management of publicness.…”

“…One approach to classifying public organizations may provide increased utility over another depending on which organizational characteristics are under investigation (Scott and Falcone 1998) or whether publicness is specifically being utilized as a management tool to advance public outcomes. For the purposes of managing publicness to fulfill public outcomes, Moulton's (2009) realized publicness framework may be particularly valuable for managers seeking to steer organizational outcomes (see also, Merritt et al 2018b).…”

“…Bozeman and Moulton (2011);Merritt et al 2018aMerritt et al , 2018b; and Rainey (2011) provide comprehensive reviews of empirical studies concerning the effects of publicness.…”