The effects of organisational features on media attention for public organisations

Boon, Jan; Salomonsen, Heidi Houlberg; Verhoest, Koen

doi:10.1332/030557318x15407316633243

Cited by 23 publications

(27 citation statements)

References 25 publications

(57 reference statements)

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“…Ten organizations implementing these HPPs were chosen to study practitioners' images of coordination (see table ). We chose organizations that differed in size and autonomy from two policy sectors, environment and health and welfare, to get as much variation as possible (Boon et al ).…”

Section: Method Data and Empirical Materialsmentioning

confidence: 99%

Images of Coordination: How Implementing Organizations Perceive Coordination Arrangements

Molenveld

Verhoest

Voets

et al. 2019

Public Administration Review

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A crucial challenge for the coordination of horizontal policy programs-those designed to tackle crosscutting issues-is how to motivate government organizations to contribute to such programs. Hence, it is crucial to study how practitioners in implementing organizations view and appreciate the coordination of such programs. Assisted by Q-methodology, this inductive study reveals three significantly different "images": central frame setting, networking via boundary spanners, and coordination beyond window dressing. Most surprisingly, different images show up among respondents within the same organizations and horizontal programs. The authors find that the images reflect elements of the literature: the resistance to hierarchical central control, the need for local differentiation and increased incentives, and a collaboration-oriented culture. Most importantly, practitioners of implementing organizations perceive top-down mechanisms as ineffective to achieve coordination and ask for adaptive arrangements, involvement, and deliberative processes when designing coordination arrangements and during the collaboration. Evidence for Practice• Coordination arrangements for horizontal policy programs that are purely hierarchical are seen as undesirable by practitioners in implementing organizations and can have unintended effects on implementing organizations. • As top-down mechanisms are insufficient on their own to create collaboration, involving the implementing organizations in the design of the coordination arrangement is important. Implementing organizations prefer that the center of government thinks in tailor-made terms, takes into account varying images of coordination, and invests in the participation of organizations, which in the end have to implement the tasks. • Some practitioners prefer boundaries with room to maneuver at the organizational level, others believe in collective action, and some are disheartened by earlier government-wide approaches and want to see real action before they are willing to commit. Therefore, choosing a hybrid coordination approach, combining cultural and instrumental aspects such as incentives, and sequencing different coordination approaches appear to be good strategies. • This study supports the call for adaptive and reflexive coordination arrangements, in which coordinators keep an eye on both the macro-dynamics of the coordination arrangement over time and the alignment of individual organizations that need to implement the horizontal policy programs.

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Section: Method Data and Empirical Materialsmentioning

confidence: 99%

Images of Coordination: How Implementing Organizations Perceive Coordination Arrangements

Molenveld

Verhoest

Voets

et al. 2019

Public Administration Review

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“…Combining these two problematic aspects enables the authors to articulate the argument according to which the aforementioned process, referred to as ‘prioritizing’ (Maor 2015), may be driven to some extent by the distinctive logic of the media rather than by agencies' assessments of the relative strength of different dimensions of their reputation that are subject to threats, or by the nature of their task. This criticism draws on the burgeoning literature concerning media logic (e.g., Altheide 2004), raising the possibility that the way the media works might interfere with the reputation signals agencies seek to communicate (Boon et al 2019a; Boon et al 2019b). In other words, a long‐term journalistic slant (e.g., Fox News) and regulatee‐sponsored communication (e.g., FDA‐bashing) can have effects that are significant enough to sway audiences' expectations, and perhaps even regulation outcomes.…”

Section: Critiques Of Strategic Communicationmentioning

confidence: 99%

Strategic communication by regulatory agencies as a form of reputation management: A strategic agenda

Maor

2020

Public Administration

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This article develops a strategic agenda concerning regulatory agencies' strategic communication in light of the reputation literature. It highlights the main strands in this literature, presents the fundamental findings discovered so far, responds to the critiques that have recently surfaced, and offers guidance about where scholarship on strategic communication might most profitably head. The critiques discussed here centre on two aspects: (i) the claim that an agency's communication choices are to some extent driven by the distinctive logic of the media rather than by reputational concerns, and (ii) the argument that strategic communication provides only short‐term solutions to emerging threats and is therefore overemphasized in the literature. Future agendas include, for example, the selection of audience segmentation strategies, and the management of competing and even contradictory communication for segmented audiences when agencies enjoy exclusive jurisdiction, as opposed to cases in which other agencies share the same stage.

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“…For instance, service delivery agencies perform more visible and recognizable activities, which leaves them more likely to be scrutinized on their performative outputs (Boon et al . 2019). Different task environments may also involve agencies stressing specific strengths related to different dimensions (Busuioc & Rimkutė 2019; Rimkutė 2019).…”

Section: Bureaucratic Reputation Theory and The Organizational Task Ementioning

confidence: 99%

“…For agencies that perform very observable activities with assessable results, audiences can more easily gather information about the quantity and quality of the agencies' performance (Boon et al . 2019).…”

Section: Bureaucratic Reputation Theory and The Organizational Task Ementioning

confidence: 99%

A reputation for what, to whom, and in which task environment: A commentary

Boon

Salomonsen

Verhoest

2019

Regulation & Governance

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The effects of organisational features on media attention for public organisations

Cited by 23 publications

References 25 publications

Images of Coordination: How Implementing Organizations Perceive Coordination Arrangements

Images of Coordination: How Implementing Organizations Perceive Coordination Arrangements

Strategic communication by regulatory agencies as a form of reputation management: A strategic agenda

A reputation for what, to whom, and in which task environment: A commentary

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