Public Managers, Media Influence, and Governance

Klijn, Erik-Hans; Twist, Mark van; Steen, Martijn van der; Jeffares, Stephen

doi:10.1177/0095399714527752

Cited by 17 publications

(11 citation statements)

References 31 publications

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“…In an article recently appearing in this journal, Klijn, van Twist, van der Steen, and Jeffares (2014) identified three perspectives on the media's influence on government: public relations, mediatization, and agenda setting. For the purposes of this research, only the second and third of these are considered.…”

Section: Literature On Media Government and Infrastructural Failuresmentioning

confidence: 99%

Birth of a Failure: Consequences of Framing ICT Projects for the Centralization of Inter-Departmental Relations

Pelizza

Hoppe

2015

Administration & Society

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Government information system failures are filling not only newspapers but also parliamentary and administrative reports. This article deals with a case in which information and communication technologies (ICT)-related failure claimed by the media influenced the parliamentary agenda, and intra-governmental relations. Drawing on a narrative analysis of a Dutch parliamentary commission's hearings, it argues that the way the issue was initially framed by the media and then adopted, un-problematized, by Parliament steered the direction of action toward specific administrative solutions, thus shaping the landscape of possible organizational alliances. The article recommends a proactive role of parliaments in framing ICT projects.

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Section: Literature On Media Government and Infrastructural Failuresmentioning

confidence: 99%

Birth of a Failure: Consequences of Framing ICT Projects for the Centralization of Inter-Departmental Relations

Pelizza

Hoppe

2015

Administration & Society

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“…There were participants who tried to change their relation to the situation or in some cases more specific to avoid it. Avoidance might also correspond to the manager viewpoint "fatalists", suggested by Klijn et al (2016), i.e. seeing the media as an independent negative force and maybe hoping that they will lose their interest in the matter soon.…”

Section: Managers' Strategies To Handle the Mediamentioning

confidence: 96%

“…This kind of interaction can be compared with Lazarus and Folkman' (1984) problem focused coping strategy, addressing the problem or stress-evoking event itself. It can to some extent also be compared with the findings of Klijn et al (2016), managers who viewed themselves as "communicators". This is especially true of the managers' who prepare their messages and really arrange their meetings with the media.…”

Section: Managers' Strategies To Handle the Mediamentioning

confidence: 99%

“…The interviewed managers saw contact with the media as a central and natural part of their function, regardless of having a strategy for this or not. In that way, most managers' were "adapters" according to Klijn et al (2016). They were adapting to a situation where both citizens and the media expect openness from the Healthcare organizations.…”

Section: Managers' Strategies To Handle the Mediamentioning

confidence: 99%

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Swedish Healthcare Managers and the Media – A Study of Strategies and Support During Mass Media Attention

Wilmar

Ahlborg

Dellve

et al. 2017

Scandinavian Journal of Work and Organizational Psychology

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The aim of this study was to explore how Healthcare managers handle media attention focused on themselves or their organizations and the kind of support they seek and receive at such times. Altogether 40 persons were interviewed, of which 24 were managers with recent experiences of being the focus of mass media attention and 16 were people working with or otherwise familiar with the managers. Thematic analysis was used to extract themes from the data. The results showed that managers used both problem-focused coping such as openness and emotion-focused coping as avoidance of dealing with media representatives. The data implied that earlier experience of meeting the media influenced the coping with media attention, more positive experiences contributed to more openness. The openness strategy could be proactive or reactive, and the avoidance strategy could entail either avoiding information from media or contact with reporters. The managers identified several potential sources of social support that they seek within their organizations. However, receiving support from close actors within the organizations seldom occurred. The main support came from people who were particularly trusted by the managers as information specialists or family members. The findings contribute to an understanding for the complexity of interpersonal behavior and communication. It also makes us aware of the relevance of shared strategies with regard to communication with the media.

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“…Sustainability not only means the technological transformation of internal government organization but also the ideological transformation of external public service supply mode [13,14]. Given the background of China's digital government, the supply of public services depends more on co-production with third parties (especially Internet enterprises) [15]. The digital technology transforms the supply mode of public services from the single-agent supply of the government to the multi-agent supply.…”

Section: Introductionmentioning

confidence: 99%

Holistic Governance for Sustainable Public Services: Reshaping Government–Enterprise Relationships in China’s Digital Government Context

Ding

2020

IJERPH

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The notion of holistic governance was originally proposed to make up for the fragmentation of public service provision. However, such a notion also has a great potential to be transferred and understood in the digital government context in China, where there is an increasing need to reshape the landscape of government–enterprise relationships that can enable enterprises to involvement effectively in holistic governance, or the planning and design of public services. However, previous empirical studies on holistic governance have neglected the question of how to make this happen. The aim of this article is to fill these gaps, building on holistic governance theory, this article offers a theoretical framework for government–enterprise relationships under the holistic governance paradigm. The framework identifies a comprehensive set of relationships that explain how these relationships affect enterprises’ participation in public service provision. The empirical analysis is based on case studies of four e-services cooperation programs in China. We report three main findings. First, economic incentive should be developed in combination with a holistic governance strategy in order to encourage policymakers to reshape government–enterprise relationships. Second, it seems that the implementation of holistic governance is more effective when complemented with a managerial strategy in relation to organizational transformation. Finally, trust-building between governments and enterprises plays a pivotal role in nurturing the holistic governance paradigm. These findings have important policy implications for efforts to promote enterprise participation and cross-sector solutions to fragmented public service provision.

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Public Managers, Media Influence, and Governance

Cited by 17 publications

References 31 publications

Birth of a Failure: Consequences of Framing ICT Projects for the Centralization of Inter-Departmental Relations

Birth of a Failure: Consequences of Framing ICT Projects for the Centralization of Inter-Departmental Relations

Swedish Healthcare Managers and the Media – A Study of Strategies and Support During Mass Media Attention

Holistic Governance for Sustainable Public Services: Reshaping Government–Enterprise Relationships in China’s Digital Government Context

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