Organizational underpinnings of interactive decision making: an empirical inquiry

Fedele, Paolo; Brusati, Luca; Ianniello, Mario

doi:10.1108/ijpsm-08-2015-0155

Cited by 10 publications

(10 citation statements)

References 54 publications

(76 reference statements)

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“…The study results show that the organisational antecedents of structure and culture explain a significant amount of variation in the EO dimensions of innovativeness, risk taking and proactiveness. In terms of H1 , our study findings resonate with prior studies where a positive relationship between organisational structure and EO has been reported (Fedele et al , 2016). Middle-level managers who operate in an organic/flat structure display higher levels of EO.…”

Section: Discussionsupporting

confidence: 90%

“…However, a range of organisational factors such as structure, culture and incentive systems, often stifle proactiveness by public sector managers. Furthermore, public agencies have a variety of stakeholders, each of whom place separate demands and constraints on managers that affect their proactiveness (Fedele et al , 2016).…”

Section: Entrepreneurship and The Public Sector Contextmentioning

confidence: 99%

“…Alongside knowledge growth on PSE, developments in public sector management have illustrated the need to understand how entrepreneurship can be encouraged within the public sphere (Currie et al , 2008; Fedele et al , 2016). Several researchers have advocated entrepreneurship as a means for public bureaucracies and governmental entities to transform themselves into flexible and proactive organisations that provide enhanced services through ongoing innovation (Mack et al , 2008; Sadler, 2000; Walker, 2014).…”

Section: Introductionmentioning

confidence: 99%

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Public sector entrepreneurship in South Africa

Urban

Nkhumishe

2019

JEPP

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Purpose Many unanswered questions remain regarding the authors’ understanding of how entrepreneurship can be fostered in the public sector. To fill this knowledge gap, the purpose of this paper is to conduct an empirical investigation to determine the relationship between different organisational factors and entrepreneurial orientation (EO) in the South African public sector. Design/methodology/approach Primary data are sourced from middle-level managers at municipalities in the three largest provinces across South Africa. Hypotheses are statistically tested using regression analyses. Findings Results reveal that the organisational antecedents of structure and culture explain a significant amount of variation in the EO dimensions of innovativeness, risk taking and proactiveness. Additionally, the findings on organisational rewards converge with an emerging stream of research which highlights that while rewards works well to motivate individuals in the private sector, they are negatively correlated with entrepreneurship in the public sector. Research limitations/implications The study implications relate to the efficiency and effectiveness of service delivery of municipalities in South Africa. Due to increases in community protest actions, it is necessary not only to maximise efficiency in the provision of services, but also to innovate and be proactive in order to achieve more with less resources. Originality/value By investigating previously unrelated factors in the public sector, the authors create closer conceptual and empirical links between the role of organisational factors and each of the EO dimensions. Furthermore, the study takes place in a relatively under-researched entrepreneurship and public sector context.

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Section: Discussionsupporting

confidence: 90%

Section: Entrepreneurship and The Public Sector Contextmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Public sector entrepreneurship in South Africa

Urban

Nkhumishe

2019

JEPP

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“…This element can be of interest for practice since it concerns the design of organizational arrangements for coproduction. Organizational design, in fact, is central in shaping decisions and behaviors (Egeberg, 2003) and many contributions on stakeholder engagement have looked at organizational arrangements (in this case the “width” of participation) as the antecedents of its effects (Edelenbos and Klijn, 2005; Fung, 2006; Fedele et al , 2016).…”

Section: Insights Critiques and Future Researchmentioning

confidence: 99%

Coproduction and cost efficiency: a structured literature review

Garlatti

Fedele

Iacuzzi

et al. 2019

JPBAFM

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Purpose Coproduction is both a recurrent way of organizing public services and a maturing academic field. The academic debate has analyzed several facets, but one deserves further analysis: its impact on the cost efficiency of public services. The purpose of this paper is to aim at systematizing the findings on the relationship between coproduction and cost efficiency and at developing insights for future research. Design/methodology/approach This paper is based on a structured literature review (SLR), following the approach proposed by Massaro, Dumay and Guthrie. The SLR approach differs from traditional narrative reviews since, like other meta-analysis methods, it adopts a replicable and transparent process. At the same time, when compared to most common meta-analysis or systematic review logics, it is better suited to incorporate evidence from case studies and etnographies. This makes the method especially suited to public administration and management studies. Findings Results shed light on the nature of the academic literature relating coproduction to cost efficiency, on what type of costs are affected and how and on the meaningfulness of productivity measures when public services are co-produced. Originality/value In times of fiscal distress for many governments, the paper contributes to research and practice in systematically re-assessing the effects of coproduction on public budgets.

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“…Second, the research design accounts for influencing factors of participation processes to enable inferential generalizability of findings. By keeping context (Nabatchi and Amsler, 2014) and policy sector homogeneous (Fedele et al , 2016), the study’s findings on role patterns, role exercise and effectiveness can build the ground for future research on citizen participation and public leadership.…”

Section: Introduction and Research Objectivementioning

confidence: 99%

Mayors’ leadership roles in direct participation processes – the case of community-owned wind farms

Wallmeier

Thaler

2018

IJPSM

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Purpose The design of participation processes influences their effectiveness. In light of processes which include both mandated and non-mandated direct participation and take place in collaboration with other actors, adequate leadership roles are an indispensable but challenging process element. The purpose of this paper is to analyze how mayors exercise leadership roles in such processes and how this relates to effective participation processes. Design/methodology/approach Applying a qualitative comparative case study design (n=7), this study investigates mayors’ leadership roles relative to other actors’ roles in the process of establishing a community-owned wind farm. Data collection relied on 21 semi-structured interviews, triangulated with documentary analyses and nine field-level expert interviews. Findings Findings reveal mayors’ exclusive roles of guarantor, formal convener, facilitator, and sponsor based on authority. Mayors’ various shared roles relate primarily to non-mandated participation. Mayors face tensions in their role exercise due to citizens’ expectations and their personal involvement. They experience a positive impact of shared leadership on the effectiveness of the participation process. Practical implications Mayors need to exercise specific leadership roles relative to other actors to effectively manage participation processes. Adequate role exercise relates to sensitization and mobilization for the issue, weakened opposition, and project adjustment to citizen demands. A strategic approach to process design can support mayors in their leadership efforts. Originality/value This paper adds to the knowledge on mayors’ leadership roles in participation processes and concretizes tensions and effectiveness of collaborative leadership. The paper reflects on the inference of findings for administrators as compared to mayors.

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Organizational underpinnings of interactive decision making: an empirical inquiry

Cited by 10 publications

References 54 publications

Public sector entrepreneurship in South Africa

Public sector entrepreneurship in South Africa

Coproduction and cost efficiency: a structured literature review

Mayors’ leadership roles in direct participation processes – the case of community-owned wind farms

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