Comparing transnational organizational innovation in state administration and local government

Publikation: Konferencebidrag uden forlag/tidsskriftPaper uden forlag/tidsskriftForskningpeer review

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Resumé

The article explore three issues: 1) How widespread and important are various forms of transnational organizational innovation in the Danish public sector? 2) How are these organizational innovations related to each other? 3) What are the differences and similarities in transnational organizational innovation between state administration and local government and how can they be explained? By transnational organizational innovations are understood innovative forms of organization that can be found in the public sector of many countries. The focus of the analysis is in part, on differences and similarities between different forms of organizational innovation and in part, on differences and similarities between state and municipal organizations. Eleven forms of organizational innovation often related to New Public Management (NPM), are included in the empirical analyses: Privatization/Outsourcing, Purchaser-Provider models, Management by Contract, Management by Objectives, Benchmarking, Balanced scorecard, Pay-for-performance, Lean and value-based management. The empirical basis of the article is surveys conducted in the Danish municipalities in the autumn of 2008 and in the state in the spring of 2009. We find that NPM tools have had a much stronger impact in local government than in state administration. The
reasons for and the implications of this finding are discussed.
OriginalsprogEngelsk
Publikationsdato2014
Antal sider20
StatusUdgivet - 2014

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Local government
Organizational innovation
New public management
Public sector
Pay-for-performance
Balanced score card
Municipalities
Value-based management
Outsourcing
Model management
Management by objectives
Privatization
Contract management
Management tools
Benchmarking

Citer dette

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abstract = "The article explore three issues: 1) How widespread and important are various forms of transnational organizational innovation in the Danish public sector? 2) How are these organizational innovations related to each other? 3) What are the differences and similarities in transnational organizational innovation between state administration and local government and how can they be explained? By transnational organizational innovations are understood innovative forms of organization that can be found in the public sector of many countries. The focus of the analysis is in part, on differences and similarities between different forms of organizational innovation and in part, on differences and similarities between state and municipal organizations. Eleven forms of organizational innovation often related to New Public Management (NPM), are included in the empirical analyses: Privatization/Outsourcing, Purchaser-Provider models, Management by Contract, Management by Objectives, Benchmarking, Balanced scorecard, Pay-for-performance, Lean and value-based management. The empirical basis of the article is surveys conducted in the Danish municipalities in the autumn of 2008 and in the state in the spring of 2009. We find that NPM tools have had a much stronger impact in local government than in state administration. Thereasons for and the implications of this finding are discussed.",
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Comparing transnational organizational innovation in state administration and local government. / Hansen, Morten Balle.

2014.

Publikation: Konferencebidrag uden forlag/tidsskriftPaper uden forlag/tidsskriftForskningpeer review

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T1 - Comparing transnational organizational innovation in state administration and local government

AU - Hansen, Morten Balle

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N2 - The article explore three issues: 1) How widespread and important are various forms of transnational organizational innovation in the Danish public sector? 2) How are these organizational innovations related to each other? 3) What are the differences and similarities in transnational organizational innovation between state administration and local government and how can they be explained? By transnational organizational innovations are understood innovative forms of organization that can be found in the public sector of many countries. The focus of the analysis is in part, on differences and similarities between different forms of organizational innovation and in part, on differences and similarities between state and municipal organizations. Eleven forms of organizational innovation often related to New Public Management (NPM), are included in the empirical analyses: Privatization/Outsourcing, Purchaser-Provider models, Management by Contract, Management by Objectives, Benchmarking, Balanced scorecard, Pay-for-performance, Lean and value-based management. The empirical basis of the article is surveys conducted in the Danish municipalities in the autumn of 2008 and in the state in the spring of 2009. We find that NPM tools have had a much stronger impact in local government than in state administration. Thereasons for and the implications of this finding are discussed.

AB - The article explore three issues: 1) How widespread and important are various forms of transnational organizational innovation in the Danish public sector? 2) How are these organizational innovations related to each other? 3) What are the differences and similarities in transnational organizational innovation between state administration and local government and how can they be explained? By transnational organizational innovations are understood innovative forms of organization that can be found in the public sector of many countries. The focus of the analysis is in part, on differences and similarities between different forms of organizational innovation and in part, on differences and similarities between state and municipal organizations. Eleven forms of organizational innovation often related to New Public Management (NPM), are included in the empirical analyses: Privatization/Outsourcing, Purchaser-Provider models, Management by Contract, Management by Objectives, Benchmarking, Balanced scorecard, Pay-for-performance, Lean and value-based management. The empirical basis of the article is surveys conducted in the Danish municipalities in the autumn of 2008 and in the state in the spring of 2009. We find that NPM tools have had a much stronger impact in local government than in state administration. Thereasons for and the implications of this finding are discussed.

M3 - Paper without publisher/journal

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