Raise Taxes, Cut Services, or Lay Off Staff: Citizens in the Fiscal Retrenchment Process

Jimenez, Benedict S.

doi:10.1093/jopart/mut018

Cited by 55 publications

(58 citation statements)

References 27 publications

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“…McKinley, Latham, and Braun 2014). This result is in line with wider observations that citizen participation in budgeting on the local level is primarily used in times of financial hardship and fiscal retrenchment (Jimenez 2013). Table 2 indicates that the larger the share of votes for the CDU party, the lower the likelihood that the municipality has adopted participatory budgeting.…”

Section: Analysis Strategysupporting

confidence: 81%

Organizational complexity and participatory innovation: participatory budgeting in local government

Ewens

Voet

2019

Public Management Review

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In this study, we examined the relationship between organizational complexity and the adoption of participatory innovation in German municipal government. We proposed that organizations with more complex organizational structures are more likely to adopt participatory innovation. We investigated municipalities (N = 394) of the German state of North Rhine-Westphalia and used participatory budgeting as an indicator for innovation. Our results indicate that organizational complexity expressed by functional differentiation has a positive relationship with the occurrence of participatory innovation. The results inform a debate about the value tradeoffs that are inherent to the structural design of public organizations.

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Section: Analysis Strategysupporting

confidence: 81%

Organizational complexity and participatory innovation: participatory budgeting in local government

Ewens

Voet

2019

Public Management Review

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“…Studies of how governments tackled the crisis and austerity have been developed in the aftermath of the crisis (Scorsone and Plerhoples 2010;West and Condrey 2011;Kickert 2012aKickert , 2012bKickert et al 2013;Overmans and Noordegraaf 2014;Cepiku et al 2015;Raudla et al 2015), most of them contributing to an accumulation of contextual knowledge on fiscal and organizational response strategies by providing detailed and rich accounts and classifications of governmental reactions. Fewer studies also take an explanatory stance, looking at the role of organizational and/or contextual factors in affecting such reactions (Maher and Deller 2007;Hendrick 2011;Jimenez 2012Jimenez , 2014Cepiku et al 2015;Overmans and Timm-Arnold 2016), while generally paying less attention to explaining how these factors influence each other over time, thus leaving governments more or less vulnerable to the next crisis.…”

Section: Responding To Shocksmentioning

confidence: 99%

Governmental financial resilience under austerity in Austria, England and Italy: How do local governments cope with financial shocks?

Barbera

Jones

Korać

et al. 2017

Public Administration

111

181

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The recent economic and fiscal crisis provides an opportunity for learning lessons of general and practical relevance about how governments face shocks affecting their financial conditions. This article draws on the resilience concept to investigate the organizational capacities that are deployed and/or built by local governments (LGs) to respond to such shocks, looking at their combinations and interactions with environmental conditions. The article presents the results of a multiple‐case analysis of 12 European LGs across Austria, Italy and England. The analysis allows us to highlight and operationalize different patterns of financial resilience, that is, self‐regulation, constrained or reactive adaptation, contented or powerless fatalism, that are the result of the interaction and development over time of different internal and external dimensions.

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“…An online survey instrument was used in this study. The survey items were generated from previous survey instruments (Jimenez, 2013;Hajnal, 2013;Sun, 2010). The questionnaire was administered online in September and October 2016.…”

Section: Methodsmentioning

confidence: 99%

Factors Influencing the Propensity to Contract Out Health and Human Services in Response to Government Cutbacks: Evidence from US Counties

Kim

2019

TRAS

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Government agencies worldwide have faced budget cutbacks. Possible eff ects of budget cutbacks on the propensity to contract out have been discussed repeatedly; however, empirical evaluations are lacking. This study tests the contingency theory regarding the main factors that infl uence the propensity to contract out health and human services in response to fi scal stress: cutback levels, training and development, political factors, diversity as a goal, and the role of unions. The empirical analyses used a nationwide survey of health and human services directors in United States (U.S.) county governments, merged from diff erent sources. The fi ndings suggested that managers' perceptions of cutback levels are a vital predictor of the propensity to contract out health and human services, and multiple factors have varied infl uences on their decision to do so in cutback situations. Implications for eff ective contracting strategies to maintain health and human service delivery, as well as preserving a balanced budget, are discussed.

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Raise Taxes, Cut Services, or Lay Off Staff: Citizens in the Fiscal Retrenchment Process

Cited by 55 publications

References 27 publications

Organizational complexity and participatory innovation: participatory budgeting in local government

Organizational complexity and participatory innovation: participatory budgeting in local government

Governmental financial resilience under austerity in Austria, England and Italy: How do local governments cope with financial shocks?

Factors Influencing the Propensity to Contract Out Health and Human Services in Response to Government Cutbacks: Evidence from US Counties

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