Category Archives: Uncategorized

Managerial autonomy and politicization

Public sector reforms aimed at ‘making the managers manage’ granted public managers autonomy and tried to depoliticize the administration. In this new paper in IRAS, we show that top public managers perceive different levels in the extent to which politicians try to influence senior-level appointments, as well as in the extent of management autonomy (see figure) that they have (preprint version via Lirias).

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managerial autonomy index

Chapter Routledge Companion to Trust

Nadine Raaphorst and I have a chapter in the new Routledge Companion to Trust, looking at trust in the public sector. We distinguish between two trust relationships. One is that of citizens in the public sector. The other is that of the public sector in citizens. We  first look at signals and evidence that trust is changing. Then, we discuss initiatives aimed at increasing trust and reducing distrust between citizens and the public sector, both at the institutional level, and at the level of specific encounters between citizens and public services or public servants. We end by formulating a research agenda. A preprint is available here.

Explaining citizen (dis)satisfaction with public services

This chapter (preprint here) reviews current scholarship on satisfaction with public services and in particular the mechanisms and theories to explain such satisfaction. Differences between objective performance and subjective evaluations are discussed, as well as the impact of a halo effect in attitude formation and of direct user experience with service. Special attention goes to the expectancy disconfirmation model of satisfaction. The chapter does not only look at satisfaction as an attitude but also at voice and exit behaviours from which satisfaction or dissatisfaction can be inferred.

H2020 TROPICO started

The new H2020 TROPICO project (TRansforming into OPen, Innovative, and Collaborative Governments) looks at collaboration in the public sector. The goal of the project is to examine how public administrations are transformed to enhance collaboration in policy design and service delivery, advancing the participation of public, private and societal actors. The project has a special focus on e-government and digital services. The project received 4.75 million Euro, and the University of Bergen (UiB) is the coordinator of the project. The other project partners are: Erasmus Universiteit Rotterdam (The Netherlands), Hertie School of Governance (Germany), Tallinna Tehnikaulikool (Estonia), Universidad de Zaragoza (Spain), Catholic University of Leuven (Belgium), University of Antwerp (Belgium), Roskilde University (Denmark), Kozep-Europai Egyetem (Hungary), Cardiff University (United Kingdom), Centre National de la Recherche Scientifique (France) and Universität Potsdam (Germany)

Preferences in public procurement

In this paper in IJPSM we study public preferences for public procurement practices. The paper looks into public support for cost-effectiveness, discriminatory procurement in favour of domestic suppliers and sustainable procurement, using opinion data from 27 countries. Read it here or here (pre-print). The paper is part of a special issue about public procurement as a policy tool.

Cutbacks as change management

The financial crisis forces public managers to implement cutbacks within their organization. In this new paper, to appear in PMR, Eduard Schmidt, Sandra Groenveld and I argue that adopting a change management perspective contributes to our understanding of cutback management by adding a focus on managerial behaviour regarding cutback-related organizational changes. Relying on change management literature, this paper develops a framework for the analysis of cutback management connecting the context, content, process, outcomes and leadership of cutback-related change.