A Conceptual Framework of the Factors Influencing Innovation in Public Sector Organizations

2018 ◽  
Vol 52 (3) ◽  
pp. 231-240 ◽  
Author(s):  
Mahmoud Moussa ◽  
Adela McMurray ◽  
Nuttawuth Muenjohn
Keyword(s):  
Public Sector ◽  
Conceptual Framework ◽  
Factors Influencing ◽  
Public Sector Organizations

scholarly journals From satisficing to artificing: The evolution of administrative decision-making in the age of the algorithm

Data & Policy ◽  
2021 ◽  
Vol 3 ◽  
Author(s):  
Thea Snow
Keyword(s):  
Decision Making ◽  
Public Sector ◽  
Conceptual Framework ◽  
Empirical Studies ◽  
Human Judgment ◽  
Decision Tools ◽  
Street Level ◽  
Public Sector Organizations ◽  
Street Level Bureaucrats ◽  
Depth Interviews

Abstract Algorithmic decision tools (ADTs) are being introduced into public sector organizations to support more accurate and consistent decision-making. Whether they succeed turns, in large part, on how administrators use these tools. This is one of the first empirical studies to explore how ADTs are being used by Street Level Bureaucrats (SLBs). The author develops an original conceptual framework and uses in-depth interviews to explore whether SLBs are ignoring ADTs (algorithm aversion); deferring to ADTs (automation bias); or using ADTs together with their own judgment (an approach the author calls “artificing”). Interviews reveal that artificing is the most common use-type, followed by aversion, while deference is rare. Five conditions appear to influence how practitioners use ADTs: (a) understanding of the tool (b) perception of human judgment (c) seeing value in the tool (d) being offered opportunities to modify the tool (e) alignment of tool with expectations.

Functions and Dysfunctions of Interorganizational Trust and Distrust in the Public Sector

2016 ◽  
Vol 51 (4) ◽  
pp. 516-544 ◽  
Author(s):  
Peter Oomsels ◽  
Marloes Callens ◽  
Jolien Vanschoenwinkel ◽  
Geert Bouckaert
Keyword(s):  
Public Sector ◽  
Conceptual Framework ◽  
Empirical Evidence ◽  
Qualitative Interviews ◽  
Positive Bias ◽  
Interorganizational Trust ◽  
Key Informants ◽  
The Public ◽  
Public Sector Organizations

This contribution explores the functional and dysfunctional roles of interorganizational trust and distrust in the public sector. We construct a conceptual framework and analyze 59 qualitative interviews with key informants in Flemish executive and judiciary public sector organizations. Results indicate that the combination of “trust as rule” and “distrust as reasonable exception” is functional for interorganizational interactions, whereas “trust as dogma” or “distrust as rule” gives rise to dysfunctionalities in interorganizational interactions. The study provides empirical evidence that challenges the “positive bias” toward trust in extant research, and suggests a more balanced perspective on roles of interorganizational trust and distrust.

Sign in / Sign up

Export Citation Format

Share Document