Managing Collaborative Service Delivery: Comparing China and the United States

Jing, Yijia; Savas, E. S.

doi:10.1111/j.1540-6210.2009.02096.x

Cited by 61 publications

(40 citation statements)

References 27 publications

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“…Fourth, the most difficult -but perhaps most effective -way to address evaluation discrepancies is to reform the current Chinese administrative system (Li & Zhou, 2005). In China there is no political and public administration dichotomy (Jing & Savas, 2009). Almost all public officials are ruling party members (Jiang, 1996).…”

Section: Resultsmentioning

confidence: 98%

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Assessing Chinese Managerial Competencies from Different Perspectives

Shang¹,

Yu²

2013

soc behav pers

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In this study we investigated assessments of managerial competency in the context of Chinese local government public officials. Based on data collected from a 2008 survey conducted in China's Jiangsu Province and drawing on the competing values framework developed by Rohrbaugh (1981, 1983), we examined discrepancies in the assessment of managerial competencies through the supervisors' self-assessments of their own competencies, subordinates' self-assessments of their own competencies, supervisors assessments of their subordinates' competencies, and subordinates' assessments of their supervisors' competencies. We found that, significant differences existed between the managerial competency assessments of public officials with leadership positions and the assessments of their subordinates. This calls into question the validity and effectiveness of supervisors' assessments and peer assessments of managerial competencies in Chinese government. We offer both general and specific policy suggestions for improving the measurement of managerial competencies in China.

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Section: Resultsmentioning

confidence: 98%

“…In China, public officials at the local government level play a very important role in implementing public policies and carrying out daily administration (Jing & Savas, 2009;Tsao & Worthley, 2009). Moreover, due to China's unique political and economic environment, most public officials are the cadres of the ruling Chinese Community Party (CCP).…”

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confidence: 99%

Assessing Chinese Managerial Competencies from Different Perspectives

Shang¹,

Yu²

2013

soc behav pers

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“…The scope and extent of collaborative service delivery have been expanding significantly during the late 20th century [33], leading to externally dependent governments. Light [39] found that in 1996 the US federal government, with only 1.9 million civil servants, employed 5.6, 2.4, and 4.6 million workers through contracts, grants, and mandates respectively.…”

Section: Introductionmentioning

confidence: 99%

Prison privatization: a perspective on core governmental functions

Jing

2010

Crime Law Soc Change

Self Cite

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Prison privatization in the US illustrates the challenge of privatization to the traditional state monopoly over "inherently governmental" functions. From a perspective on core governmental functions, this paper provides a new logical explanation of this phenomenon and argues that prison privatization demonstrates the political rationality of governments. Conservative social control and economic neoliberalism were two major political reasons for prison privatization in the US. These factors aggravated the instrumental problems of the public prison system and reinforced the urgency to address them. This logic is applied to explain the variation in the magnitude of prison privatization in the 50 states. Drawing on the results of a Tobit analysis, this paper confirms that both political factors and instrumental factors significantly influence the preference of state governments for prison privatization.

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“…Lest SEs be thought of as existing only in capitalist economies, it is worth noting that in the People ' s Republic of China (PRC) SEs have gained attention as the state has transformed from being predominantly ideologically driven to a much more pragmatic social-market economy concerned with both profit generation and meeting social demands (Jing & Savas 2009;Jing 2010). New laws relating to contracts and greater freedom for civil society organisations (CSOs) have enabled a proliferation of SEs, many of which focus on the needs of marginalized groups while drawing upon funds from government or from a small but developing venture philanthropy sector (Jing 2010).…”

Section: Explosive Growthmentioning

confidence: 99%

Social Enterprise: What is it, and How can it be Strengthened?

Hayllar

Wettenhall

2011

Asia Pacific Journal of Public Administration

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There has been a rapid growth in the social enterprise sector since the early years of the 21st century. This is evident in many countries and is widely regarded as a very positive humanitarian development, though it is not easy to explain exactly what the sector involves. Accordingly, as well as discussing definitional issues, this article draws attention to factors operating to prevent the social enterprise sector from achieving its full potential, and considers strategies that need to be followed to empower social enterprises and ensure their sustainability.

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Managing Collaborative Service Delivery: Comparing China and the United States

Cited by 61 publications

References 27 publications

Assessing Chinese Managerial Competencies from Different Perspectives

Assessing Chinese Managerial Competencies from Different Perspectives

Prison privatization: a perspective on core governmental functions

Social Enterprise: What is it, and How can it be Strengthened?

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