Understanding and Managing Public Organizations

The interplay of authentic leadership and social capital on team leader performance in public and private sector universities

“…The goals of public sector universities and HEIs are generally less defined than for private sector universities. Public sector universities seek prestige (Rainey, 2009) and performance in teaching and research (Hicks, 2012), as reflected in their focus on university rankings replicates this specific concern (Shin et al, 2011). On the other hand, private universities and degree-awarding institutes emphasize competition, maximum student enrollment and financial profits (Hicklin et al, 2009).…”

‘Lean Dancing’: How Involvement in Continuous Improvement and Lean Techniques Relate to Hospital Performance and Workers’ Wellbeing through Autonomy

“…Performance. In line with Rainey (2009) [13], we divided performance into quality (2 items, α = 0.72), service (3 items, α = 0.80), efficiency (1 item), and predictability (3 items, α = 0.68) dimensions, and used items from the Work-Unit Performance scale of Van Loon (2016) [56] to measure employees' perceptions of the performance of their work unit. As self-rated performance is prone to a positivity bias, we decided to focus on the work unit as a collective, rather than the individual.…”

“…In line with Boyne (2002) [12], we argue that performance in hospitals is inherently multidimensional because of the presence of various stakeholders that may well have diverse views on what constitutes 'good' performance. Rainey (2009) [13] emphasized that performance goals in public organizations are often multiple, intangible, and conflicting. In this study, we include four dimensions of performance.…”

“…Furthermore, Dutch hospitals have a complex funding system in which the Dutch hospital authority (an autonomous administrative authority that is part of the Dutch Ministry of Health, Welfare and Sports) appraises a budget for each hospital, but the hospitals only receive their funding through negotiating arrangements with health insurers, patients, and other hospital organizations, on how much they will receive for each healthcare activity. Boselie et al, (2021) [49] argue that, as such, Dutch hospitals do not fully match Perry and Rainey's (1988) [50] criteria (i.e., ownership, source of funding, and degree of political control) for distinguishing between public and private organizations but, nevertheless, can be regarded as public based on Rainey's (2009) [13] recommendation to also include organizations that deliver public services, even if they are not fully state-owned or entirely funded by taxpayers.…”

“…However, there are relevant differences between a manufacturing context and the public domain, as to what constitutes performance. Private sector organizations primarily have a single bottom line-making a profit-while public service performance, given the presence of different stakeholders with potentially conflicting goals, is multidimensional [12,13]. In this study, we contribute to the literature by adopting a multidimensional view of performance (quality, service, efficiency, and predictability) in investigating Lean.…”