IT Resources, Organizational Capabilities, and Value Creation in Public-Sector Organizations: A Public-Value Management Perspective

2014 ◽  
Vol 29 (3) ◽  
pp. 187-205 ◽  
Author(s):  
Min-Seok Pang ◽  
Gwanhoo Lee ◽  
William H DeLone
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Organizational Capabilities ◽  
Value Management ◽  
Public Value ◽  
The Public ◽  
Public Managers ◽  
Public Sector Organizations ◽  
It Resources ◽  
The Relationship

What value does information technology (IT) create in governments and how does it do so? While business value of IT has been extensively studied in the information systems field, this has not been the case for public value. This is in part due to a lack of theoretical bases for investigating IT value in the public sector. To address this issue, we present a conceptual model on the mechanism by which IT resources contribute to value creation in the public-sector organizations. We propose that the relationship between IT resources and organizational performance in governments is mediated by organizational capabilities and develop a theoretical model that delineates the paths from IT resources to organizational performance, drawing upon public-value management theory. This theory asserts that public managers, on behalf of the public, should actively strive to generate greater public value, as managers in the private sector seek to achieve greater private business value. On the basis of the review of public-value management literature, we suggest that the following five organizational capabilities mediate the relationship between IT resources and public value - public service delivery capability, public engagement capability, co-production capability, resource-building capability, and public-sector innovation capability. We argue that IT resources in public organizations can enable public managers to advance public-value frontiers by cultivating these five organizational capabilities and to overcome conflicts among competing values.

Mapping public value processes

2014 ◽  
Vol 27 (4) ◽  
pp. 334-352 ◽  
Author(s):  
John Alford ◽  
Sophie Yates
Keyword(s):  
Public Sector ◽  
Child Nutrition ◽  
Process Mapping ◽  
Public Value ◽  
Public And Private ◽  
Content Type ◽  
The Public ◽  
Public Managers ◽  
Big Picture ◽  
Comprehensive Framework

Purpose – The purpose of this paper is to add to the analytic toolkit of public sector practitioners by outlining a framework called Public Value Process Mapping (PVPM). This approach is designed to be more comprehensive than extant frameworks in either the private or public sectors, encapsulating multiple dimensions of productive processes. Design/methodology/approach – This paper explores the public administration and management literature to identify the major frameworks for visualising complex systems or processes, and a series of dimensions against which they can be compared. It then puts forward a more comprehensive framework – PVPM – and demonstrates its possible use with the example of Indigenous child nutrition in remote Australia. The benefits and limitations of the technique are then considered. Findings – First, extant process mapping frameworks each have some but not all of the features necessary to encompass certain dimensions of generic or public sector processes, such as: service-dominant logic; external as well internal providers; public and private value; and state coercive power. Second, PVPM can encompass the various dimensions more comprehensively, enabling visualisation of both the big picture and the fine detail of public value-creating processes. Third, PVPM has benefits – such as helping unearth opportunities or culprits affecting processes – as well as limitations – such as demonstrating causation and delineating the boundaries of maps. Practical implications – PVPM has a number of uses for policy analysts and public managers: it keeps the focus on outcomes; it can unearth a variety of processes and actors, some of them not immediately obvious; it can help to identify key processes and actors; it can help to identify the “real” culprits behind negative outcomes; and it highlights situations where multiple causes are at work. Originality/value – This approach, which draws on a number of precursors but constitutes a novel technique in the public sector context, enables the identification and to some extent the comprehension of a broader range of causal factors and actors. This heightens the possibility of imagining innovative solutions to difficult public policy issues, and alternative ways of delivering public services.

Management Information Systems in the Public Sector

2013 ◽  
pp. 157-173 ◽  
Author(s):  
Richard Heeks
Keyword(s):  
Information Systems ◽  
Public Sector ◽  
Management Information Systems ◽  
Monitoring And Control ◽  
Management Information ◽  
The Public ◽  
Public Sector Organizations ◽  
Monitoring And Control Systems ◽  
And Control ◽  
The Relationship

Management information systems (MIS) are fundamental for public sector organizations seeking to support the work of managers. Yet they are often ignored in the rush to focus on ‘sexier’ applications. This chapter aims to redress the balance by providing a detailed analysis of public sector MIS. It first locates MIS within the broader management monitoring and control systems that they support. Understanding the broader systems and the relationship to public sector inputs, processes, outputs and outcomes is essential to understanding MIS. The chapter details the different types of reports that MIS produce, and uses this as the basis for an MIS model and a description of the decision-making benefits that computerized MIS can bring. Finally, the chapter describes generic public sector MIS that address internal government transactions, public administration/ regulation, and public service delivery. Real-world examples of all types are provided from the U.S., England, Africa, and Asia. <BR>

Towards Agile Public Sector: Analysing the Effects of IM and EM on WP

2020 ◽  
Vol 45 (3) ◽  
pp. 295-316
Author(s):  
Manoj M. ◽  
V. G. Sabu
Keyword(s):  
Public Sector ◽  
Work Performance ◽  
Extrinsic Motivation ◽  
Employee Productivity ◽  
Motivational Strategies ◽  
The Public ◽  
Public Managers ◽  
Monetary Rewards ◽  
Workforce Agility ◽  
The Relationship

Most of the public managers are of the firm belief that extrinsic monetary rewards predominantly contribute to employee productivity and that the motivational strategies shall be aligned to sustain extrinsic motivation (EM) rather than intrinsic motivation (IM). A substantial body of literature on motivation does not endorse this perspective. A relook of the present motivational strategies in central public sector enterprises (CPSEs) in India and an evaluation of the suitability of these strategies as drivers of agility are quite appropriate at this juncture. The purpose of this article is to examine the effects of IM and EM on work performance (WP) in CPSEs, in the context of workforce agility. This article also analyses the relationship between EM and IM in public sector settings. Data collected from 371 employees of five selected CPSEs were analysed. We found that the effect of IM on WP is stronger than the effect of EM on WP in CPSEs. We also found that EM influences IM positively. The study offers insights to public managers to review the existing motivation strategies and to focus on enhancing the IM for an inevitable agile transformation.

Empirical analysis of HPO framework in public sector organizations of Pakistan

2019 ◽  
Vol 15 (2) ◽  
pp. 78-93 ◽  
Author(s):  
Kalimullah Kalimullah ◽  
Mohd Anuar Arshad ◽  
Qaiser Khan ◽  
Shahid Khan
Keyword(s):  
Public Sector ◽  
Empirical Evidence ◽  
Continuous Improvement ◽  
Public Organizations ◽  
Content Type ◽  
The Public ◽  
Public Managers ◽  
Continuous Improvement Process ◽  
Five Factors ◽  
Public Sector Organizations

Purpose Building on high-performance organizations (HPO) framework, the purpose of this paper is to hypothesize the direct impact of five factors of HPO framework on public organizations’ performance in Pakistan. This is first research to employ the partial least squares (PLS) method to provide empirical evidence of the predictive power of the framework in public organizations. Design/methodology/approach This is a cross-sectional study conducted in non-contrived settings thereby keeping researcher interference to a minimum. Data collection was carried out by distributing online questionnaires to 513 employees from three different service-based public organizations in Pakistan. PLS is used to examine the statistical and substantive significance of five factors by employing SmartPLS 3.2.6. Findings This study concludes that the HPO framework has predictive relevance for public organizations’ performance surveyed in this study. Furthermore, three out of the five factors of HPO framework, namely, management quality, workforce quality and long-term orientation have positive relationships, while openness and action orientation (OAO), and continuous improvement process and renewal have a negative relationship with the performance of public sector organizations (PSOs) surveyed in Pakistan. Research limitations/implications The study’s small sample size limits this research, and only quantitative methodology is applied. A significant limitation of this research is that this study relied on a subset of respondents of surveyed organizations and may not representative of the population. Therefore, result should be carefully interpreted as some degree of biasness may be present. Furthermore, findings of the study cannot be generalized to all PSOs of Pakistan. Practical implications The implication for public managers is that the HPO framework has predictive relevance and substantive significance. However, the ideal value of HPO framework will occur when leadership considers HPO factors and struggles persistently to improve performance. The useful implication is that public managers should focus on continuous improvement process and renewal and OAO to meet stakeholders’ satisfaction. Originality/value This study answer two questions, first “is there any significant relationship of five factors of HPO framework with public organizations’ Performance in Pakistan?” and second “what is the predictive relevance level of HPO framework in the Public organizations in Pakistan?” The answers to these research questions will fill the gaps in the literature by providing empirical evidence to the existing knowledge on improvement methods, especially the public sector (PS), and contributing insights on the real world working of the five factors of HPO framework in a PS.

scholarly journals Evaluation of Public Service Motivation: A Case Study of Hefei Public Sector Organizations

2017 ◽  
Vol 8 (1) ◽  
pp. 186
Author(s):  
Sadiq Sadiq
Keyword(s):  
Public Sector ◽  
Public Service ◽  
Public Service Motivation ◽  
High Tech ◽  
The Public ◽  
Goal Clarity ◽  
Public Sector Organizations ◽  
Relationship Of ◽  
The Relationship

This paper highlights the effects of ‘Public Service Motivation’ (PSM) in public sector organizations. This research explores the relationship between employees’ motivation (intrinsic expectation & extrinsic expectation), goal clarity and employees’ participation with ‘Public Service Motivation’ (PSM). A questionnaire was used in this research to conduct a survey. About 70% response rate was generated out of 300 employees located in different public sector organizations of Hefei city of Anhui province in P.R.China, including health, education and High-Tech firms. The Scope of this study is delimited to the public sector organizations of Hefei City China. The result shows that there is a strong positively significant relationship of employees’ motivation, participation, and goal clarity with ‘Public Service Motivation’ (PSM), which can be further strengthened by innovative organizational culture. 

scholarly journals The Five Tasks of Public Value Management: Public Value as a Programme of Administrative and Societal Democratisation

2020 ◽  
Vol 13 (2) ◽  
pp. 161-180
Author(s):  
Michal Sedlačko
Keyword(s):  
Public Management ◽  
Market Failure ◽  
New Public Management ◽  
Democratic Legitimacy ◽  
Value Management ◽  
Public Value ◽  
The Public ◽  
Public Managers ◽  
Value Propositions ◽  
Career Options

AbstractThe aim of this essay is threefold: (1) to identify the tasks of public managers in public value management (PVM), (2) to start a debate on the relationships between autonomy, entrepreneurship and PVM from the perspective of institutional roles and management levels, and (3) to initiate a discussion about the transferability of PVM to diverse administrative systems and cultures. The public value discourse emerged in the 1990s, justifying the need for the concept through a deficit in democratic legitimacy, the delivery paradox, as well as market failure and the critique of New Public Management. Public value focuses on the ultimate purpose of the use of public resources and can thus serve to strengthen outcome legitimacy and downward accountability. Arguably, the most productive interpretation of the public value concept rests along the lines of a normative, conceptual orientation for managerial action, accompanied by a (so far somewhat sparse) set of practical tools and reasoning for public managers. Five tasks of PVM were identified: (1) conducting political management to secure legitimacy for particular value propositions; (2) leveraging public value opportunities through networks and a range of delivery mechanisms; (3) ensuring continuing democratisation through helping the realisation of politically empowered citizenship; (4) ensuring learning across multiple levels and audiences; and (5) cultivating a wider view of sustainable wellbeing for all. Regarding the applicability of PVM across various dimensions of administrative traditions and cultures, it would seem that the tasks are more compatible with some cultures and traditions than others. For instance, these roles seem more compatible with non-politicised public administrations that grant high societal status and discretion to civil servants, and provide them with generalist training and career options. One of the key open questions is under what conditions can a public value approach contribute to changes in the given public administration culture, in particular towards the development of downward accountability mechanisms in the context of democratic backsliding and constraints to bureaucratic autonomy.

Performance in the Public Sector

2021 ◽  
Author(s):  
Jeannette Taylor
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Performance Management ◽  
Empirical Research ◽  
The Public ◽  
Public Managers ◽  
Technical Issues ◽  
Performance Enhancing

Big claims have been made about the application of performance management in the public sector. In addition to improving accountability, performance management has been widely promoted as a useful managerial tool that is capable of improving organizational performance. This chapter reviews the literature on performance management in the public sector, paying particular attention to empirical research on its implementation in the Australian public sector. The review findings suggest that the promise of the performance-enhancing effects of performance management in the public sector is likely to remain an illusion until public managers are able to effectively address the various challenges associated with its implementation, particularly around non-technical issues.

The Governance of Partnerships in Local Government

2011 ◽  
pp. 83-101 ◽  
Author(s):  
Walter Castelnovo
Keyword(s):  
Public Sector ◽  
Local Government ◽  
Integrated System ◽  
Public Private Partnerships ◽  
Public Value ◽  
The Public ◽  
Government Organizations ◽  
Public Sector Organizations ◽  
Manage Innovation

Partnering is often claimed to represent a solution small local government organizations (SLGOs) can resort to in order to manage innovation. However, especially when private partners are involved, resources and specialized competencies need to be allocated on the management of the partnership in order to guarantee that it will deliver a public value. SLGOs often lack such resources and this can make it difficult for them to benefit from Public-Private Partnerships. In the chapter a solution to this problem will be suggested based on the concept of Integrated System of Local Government, that represents a form of strategic and long term partnership for the sharing of resources and specialized competences among SLGOs. More specifically, it will be argued that if the partnership with the private partners is established directly by the integrated system, on behalf of its members, this can guarantee a better governance of the partnership even when the public sector organizations involved are SLGOs.

scholarly journals Quality of Chief Integrity Officer, Ethical Climate and The Level of Ethics and Integrity in The Malaysian Public Sector

2019 ◽  
Author(s):  
Asmawati Sajari ◽  
Hasnah Haron ◽  
Ishak Ismail ◽  
Andrew Chambers
Keyword(s):  
Public Sector ◽  
Ethical Behavior ◽  
Work Performance ◽  
Ethical Climate ◽  
Code Of Conduct ◽  
The Public ◽  
Public Sector Organizations ◽  
Statutory Body ◽  
The Relationship

The purpose of this quantitative study is to examine the relationship between the level of ethics and integrity with Quality of Chief Integrity Officer (independence, competence, work performance) and ethical climate in the Malaysian public-sector organizations. Out of 128 questionnaires that were emailed to CIOs in the Federal level, 83 questionnaires were received and usable. The results of this study showed that the Quality of CIO (competence, work performance) and ethical climate is significantly related to the level of ethics and integrity of the public sector in Malaysia. CIO need to perform their roles such as coordinating and monitoring programs and report any breaches of integrity without fear and favour. To nurture a good ethical climate in the organization, clear policies, guideline and code of conduct should be established in all government ministries, department and statutory body in the public sector. Non-ethical conduct should be reprimanded, good ethical behavior should be rewarded accordingly and should be evident to all in the organization.

scholarly journals Exploring the Impact of a Telehealth Care System on Organizational Capabilities and Organizational Performance from a Resource-Based Perspective

2019 ◽  
Vol 16 (20) ◽  
pp. 3988
Author(s):  
Chun-Hsun Chen ◽  
Yu-Li Lan ◽  
Wei-Pang Yang ◽  
Fang-Ming Hsu ◽  
Chin-Lon Lin ◽  
...  
Keyword(s):  
Financial Performance ◽  
Organizational Performance ◽  
Service Performance ◽  
Mediating Effect ◽  
Organizational Capabilities ◽  
It Infrastructure ◽  
Organizational Resources ◽  
It Resources ◽  
The Impact ◽  
The Relationship

This study explored the effects of information technology (IT) resources—in conjunction with IT infrastructure and organizational resources—on organizational capabilities and performance. The study further analyzed the mediating effect of organizational capabilities on the relationship between IT resources and organizational performance. A cross-sectional research design was adopted, and questionnaire copies were administered to senior care supervisors of Taiwanese day care centers, care institutions, and hospitals. In total, 328 valid questionnaire responses were obtained. The study results are summarized as follows: (1) A direct effect analysis revealed that IT infrastructure significantly affected service performance and financial performance; organizational resources significantly affected service performance but did not significantly affect financial performance. (2) A mediation model analysis indicated that organizational capabilities exerted a mediating effect on the relationship between IT resources and organizational performance. These results can serve as a reference for medical care organizations in developing strategies for reviewing internal IT resources, integrating internal and external capabilities, creating a competitive advantage, and boosting their performance.

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