Public Management and Complexity Theory

Rhodes, Mary Lee; Murphy, Joanne; Muir, Jenny; Murray, J. A. H.

doi:10.4324/9780203841600

Cited by 24 publications

(23 citation statements)

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“…In this study, the Rhodes et al (2011) Complex Adaptive System (CAS) framework, with its six main components (system, agents, rules, factors, processes and outcomes), has been used to theorise the findings (see Figure 1). The heart of the CAS framework is a system with agents, either individuals or groups, interacting within the system to produce outcomes that meet specific personal or collective goals.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…The heart of the CAS framework is a system with agents, either individuals or groups, interacting within the system to produce outcomes that meet specific personal or collective goals. The CAS is affected by the environment as well as the outcomes its components or agents produce (Rhodes et al , 2011). The perceptions of agents, based on their interpretations of the environment and interactions with other agents, are the precursors of actions and outcomes.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…The perceptions of agents, based on their interpretations of the environment and interactions with other agents, are the precursors of actions and outcomes. Hence, agent-based characteristics (capability, communication, reputation and power differentials) can affect outcomes (Rhodes et al , 2011).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…In their framework, Rhodes et al (2011) emphasised that rules may overlap or influence factors; therefore, it is often difficult to separate the two components. Even so, they are conceptualised in two distinct ways.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Rules are viewed as perceptions of cause or effect associations between factors, while factors are viewed as physical or conceptual entities (Rhodes et al , 2011). Examples of rules include codes, laws, norms and assumptions that regulate agent behaviour (Rhodes et al , 2011). Rules are either explicitly created by agents or developed over time.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

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Do external benchmarking mechanisms facilitate performance management in Malaysian local authorities?

Khalid

George

2021

JAAR

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PurposeThis paper investigates the extent to which externally led benchmarking may have facilitated performance management design and use in Malaysian local authorities.Design/methodology/approachA longitudinal qualitative study of local authorities in Malaysia was undertaken, comprising interviews with key officers during the introduction of process-based key performance indicators (KPIs), and following the imposition of benchmarking (i.e. relative performance evaluation) on local authorities. Complexity theory was used in the analysing and theorising of data.FindingsExternal benchmarking mechanisms facilitated only operational performance management, with strategic performance management merely ceremonially adopted. As the focus was on mainly operational KPIs, strategic goals were not translated into detailed action plans and outputs at departmental level. In addition, operational and strategic performance management packages were decoupled. Thus, the efforts of external actors resulted in operational controls suppressing rather than facilitating strategic processes.Research limitations/implicationsThere is a need to transition from purely externally led benchmarking to internally driven benchmarking in local government, whereby benchmarking forms part of the interactive performance management mechanisms that lead to institutional learning and improvement.Practical implicationsBenchmarking activities should be based on comprehensive analyses of performance management design and use. A reflective approach to continuously identify gaps or weaknesses in performance management systems will enable local government administrators to improve systems and processes in a timely manner to meet stakeholder needs.Originality/valueThis paper explains the impact of central government policy and benchmarking initiatives on other levels of government. We have built on previous literature by examining the connection between external benchmarking and internal performance management design and use in local government. In relation to this, and following calls for research on holistic performance management, the integration between operational and strategic performance management packages was also examined.

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Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Theoretical Frameworkmentioning

confidence: 99%

See 3 more Smart Citations

Do external benchmarking mechanisms facilitate performance management in Malaysian local authorities?

Khalid

George

2021

JAAR

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Introduction: Local Government Reform and a Journey to the Empty Quarter

Hobbs

2019

Systemic Leadership for Local Governance

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Making a Step Forward Towards Urban Resilience. The Contribution of Digital Innovation

Vermiglio

Kudo

Zarone

2020

Smart Innovation, Systems and Technologies

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Starting from 'wicked problem' theory as the landmark for framing disaster events in terms of policy issue for city governments, this paper highlights the contribution provided by Big Data analytics and digital innovation in dealing with disaster risks. The research aims at answering the following question: what is the role that 'smart technologies' play in strengthening urban resilience to disaster risks?To answer the question, the study devotes attention to some applications of data analytics for enhancing cities resilience towards disaster risk reduction.Exploiting the transformative power of digital innovation for the enhancement of city 'smartness' could be a valuable path for boosting urban resilience facing 'wicked problems. However, it is debatable whether cities can effectively overcome these problems without a clear understanding of the need to merge smartness and resilience in a broad policy framework and to apply these principles into consistent operational disaster risk reduction plans.

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Public Management and Complexity Theory

Cited by 24 publications

References 0 publications

Do external benchmarking mechanisms facilitate performance management in Malaysian local authorities?

Do external benchmarking mechanisms facilitate performance management in Malaysian local authorities?

Introduction: Local Government Reform and a Journey to the Empty Quarter

Making a Step Forward Towards Urban Resilience. The Contribution of Digital Innovation

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