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Publisher: Emerald   (Total: 356 journals)

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Showing 1 - 200 of 356 Journals sorted alphabetically
A Life in the Day     Hybrid Journal   (Followers: 12)
Academia Revista Latinoamericana de Administración     Open Access   (Followers: 2, SJR: 0.178, CiteScore: 1)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 33, SJR: 1.71, CiteScore: 3)
Accounting Research J.     Hybrid Journal   (Followers: 25, SJR: 0.144, CiteScore: 0)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 27, SJR: 2.187, CiteScore: 4)
Advances in Accounting Education     Hybrid Journal   (Followers: 17, SJR: 0.279, CiteScore: 0)
Advances in Appreciative Inquiry     Hybrid Journal   (Followers: 1, SJR: 0.451, CiteScore: 1)
Advances in Autism     Hybrid Journal   (Followers: 33, SJR: 0.222, CiteScore: 1)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 46, SJR: 0.21, CiteScore: 1)
Advances in Gender Research     Full-text available via subscription   (Followers: 5, SJR: 0.16, CiteScore: 0)
Advances in Intl. Marketing     Full-text available via subscription   (Followers: 6)
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 83, SJR: 0.296, CiteScore: 0)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 30)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 10, SJR: 0.216, CiteScore: 1)
Agricultural Finance Review     Hybrid Journal   (Followers: 1, SJR: 0.406, CiteScore: 1)
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 218, SJR: 0.354, CiteScore: 1)
American J. of Business     Hybrid Journal   (Followers: 20)
Annals in Social Responsibility     Full-text available via subscription  
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 11, SJR: 0.235, CiteScore: 1)
Arts and the Market     Hybrid Journal   (Followers: 9)
Asia Pacific J. of Innovation and Entrepreneurship     Open Access   (Followers: 1)
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 8, SJR: 0.425, CiteScore: 1)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 6, SJR: 0.234, CiteScore: 1)
Asian Association of Open Universities J.     Open Access   (Followers: 1)
Asian Education and Development Studies     Hybrid Journal   (Followers: 6, SJR: 0.233, CiteScore: 1)
Asian J. on Quality     Hybrid Journal   (Followers: 3)
Asian Review of Accounting     Hybrid Journal   (Followers: 2, SJR: 0.222, CiteScore: 1)
Aslib J. of Information Management     Hybrid Journal   (Followers: 32, SJR: 0.725, CiteScore: 2)
Aslib Proceedings     Hybrid Journal   (Followers: 312)
Assembly Automation     Hybrid Journal   (Followers: 2, SJR: 0.603, CiteScore: 2)
Baltic J. of Management     Hybrid Journal   (Followers: 3, SJR: 0.309, CiteScore: 1)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 11, SJR: 0.559, CiteScore: 2)
British Food J.     Hybrid Journal   (Followers: 17, SJR: 0.5, CiteScore: 2)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 15, SJR: 0.46, CiteScore: 1)
Business Process Re-engineering & Management J.     Hybrid Journal   (Followers: 8)
Business Strategy Series     Hybrid Journal   (Followers: 7)
Career Development Intl.     Hybrid Journal   (Followers: 17, SJR: 0.527, CiteScore: 2)
China Agricultural Economic Review     Hybrid Journal   (Followers: 2, SJR: 0.31, CiteScore: 1)
China Finance Review Intl.     Hybrid Journal   (Followers: 6, SJR: 0.245, CiteScore: 0)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.278, CiteScore: 1)
Circuit World     Hybrid Journal   (Followers: 16, SJR: 0.246, CiteScore: 1)
Collection and Curation     Hybrid Journal   (Followers: 11, SJR: 0.296, CiteScore: 1)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 3, SJR: 0.22, CiteScore: 1)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 5, SJR: 0.274, CiteScore: 1)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 14, SJR: 0.731, CiteScore: 2)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 8, SJR: 0.453, CiteScore: 1)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 6, SJR: 0.336, CiteScore: 1)
Critical Perspectives on Intl. Business     Hybrid Journal   (SJR: 0.378, CiteScore: 1)
Cross Cultural & Strategic Management     Hybrid Journal   (Followers: 9, SJR: 0.504, CiteScore: 2)
Data Technologies and Applications     Hybrid Journal   (Followers: 330, SJR: 0.355, CiteScore: 1)
Development and Learning in Organizations     Hybrid Journal   (Followers: 8, SJR: 0.138, CiteScore: 0)
Digital Library Perspectives     Hybrid Journal   (Followers: 33, SJR: 0.341, CiteScore: 1)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 21, SJR: 0.47, CiteScore: 1)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 148, SJR: 0.245, CiteScore: 1)
Education + Training     Hybrid Journal   (Followers: 24)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (Followers: 1, SJR: 1.707, CiteScore: 3)
Emerald Emerging Markets Case Studies     Hybrid Journal   (Followers: 1)
Employee Relations     Hybrid Journal   (Followers: 8, SJR: 0.551, CiteScore: 2)
Engineering Computations     Hybrid Journal   (Followers: 3, SJR: 0.444, CiteScore: 1)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 10, SJR: 0.653, CiteScore: 2)
English Teaching: Practice & Critique     Hybrid Journal   (SJR: 0.417, CiteScore: 1)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 17, SJR: 0.5, CiteScore: 1)
EuroMed J. of Business     Hybrid Journal   (Followers: 1, SJR: 0.26, CiteScore: 1)
European Business Review     Hybrid Journal   (Followers: 11, SJR: 0.585, CiteScore: 3)
European J. of Innovation Management     Hybrid Journal   (Followers: 25, SJR: 0.454, CiteScore: 2)
European J. of Management and Business Economics     Open Access   (Followers: 2, SJR: 0.239, CiteScore: 1)
European J. of Marketing     Hybrid Journal   (Followers: 21, SJR: 0.971, CiteScore: 2)
European J. of Training and Development     Hybrid Journal   (Followers: 13, SJR: 0.477, CiteScore: 1)
Evidence-based HRM     Hybrid Journal   (Followers: 5, SJR: 0.537, CiteScore: 1)
Facilities     Hybrid Journal   (Followers: 3, SJR: 0.503, CiteScore: 2)
Foresight     Hybrid Journal   (Followers: 8, SJR: 0.34, CiteScore: 1)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 20, SJR: 0.412, CiteScore: 1)
Global Knowledge, Memory and Communication     Hybrid Journal   (Followers: 995, SJR: 0.261, CiteScore: 1)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 2, SJR: 0.421, CiteScore: 1)
Higher Education Evaluation and Development     Open Access   (Followers: 4)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 50, SJR: 0.426, CiteScore: 1)
History of Education Review     Hybrid Journal   (Followers: 12, SJR: 0.26, CiteScore: 0)
Housing, Care and Support     Hybrid Journal   (Followers: 8, SJR: 0.171, CiteScore: 0)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 21, SJR: 0.129, CiteScore: 0)
IMP J.     Hybrid Journal  
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.174, CiteScore: 0)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.301, CiteScore: 1)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 7, SJR: 0.334, CiteScore: 1)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 7, SJR: 0.904, CiteScore: 3)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 2, SJR: 0.318, CiteScore: 1)
Info     Hybrid Journal   (Followers: 1)
Information and Computer Security     Hybrid Journal   (Followers: 22, SJR: 0.307, CiteScore: 1)
Information Technology & People     Hybrid Journal   (Followers: 45, SJR: 0.671, CiteScore: 2)
Innovation & Management Review     Open Access  
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 12, SJR: 0.191, CiteScore: 1)
Interlending & Document Supply     Hybrid Journal   (Followers: 61)
Internet Research     Hybrid Journal   (Followers: 37, SJR: 1.645, CiteScore: 5)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 4, SJR: 0.324, CiteScore: 1)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 10)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 9, SJR: 0.275, CiteScore: 1)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 9, SJR: 0.654, CiteScore: 3)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 17, SJR: 0.353, CiteScore: 1)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 8, SJR: 0.318, CiteScore: 1)
Intl. J. of Commerce and Management     Hybrid Journal   (Followers: 1)
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 15, SJR: 0.362, CiteScore: 1)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 14, SJR: 1.452, CiteScore: 4)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 20, SJR: 0.339, CiteScore: 1)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 9, SJR: 0.139, CiteScore: 0)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 6, SJR: 0.387, CiteScore: 1)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 6, SJR: 0.559, CiteScore: 1)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 8, SJR: 0.201, CiteScore: 1)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 4, SJR: 0.474, CiteScore: 2)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 2, SJR: 0.349, CiteScore: 1)
Intl. J. of Entrepreneurial Behaviour & Research     Hybrid Journal   (Followers: 5, SJR: 0.629, CiteScore: 2)
Intl. J. of Ethics and Systems     Hybrid Journal   (Followers: 3, SJR: 0.333, CiteScore: 1)
Intl. J. of Event and Festival Management     Hybrid Journal   (Followers: 7, SJR: 0.388, CiteScore: 1)
Intl. J. of Gender and Entrepreneurship     Hybrid Journal   (Followers: 7, SJR: 0.445, CiteScore: 1)
Intl. J. of Health Care Quality Assurance     Hybrid Journal   (Followers: 13, SJR: 0.358, CiteScore: 1)
Intl. J. of Health Governance     Hybrid Journal   (Followers: 26, SJR: 0.247, CiteScore: 1)
Intl. J. of Housing Markets and Analysis     Hybrid Journal   (Followers: 9, SJR: 0.211, CiteScore: 1)
Intl. J. of Human Rights in Healthcare     Hybrid Journal   (Followers: 6, SJR: 0.205, CiteScore: 0)
Intl. J. of Information and Learning Technology     Hybrid Journal   (Followers: 8, SJR: 0.226, CiteScore: 1)
Intl. J. of Innovation Science     Hybrid Journal   (Followers: 12, SJR: 0.197, CiteScore: 1)
Intl. J. of Intelligent Computing and Cybernetics     Hybrid Journal   (Followers: 3, SJR: 0.214, CiteScore: 1)
Intl. J. of Intelligent Unmanned Systems     Hybrid Journal   (Followers: 4)
Intl. J. of Islamic and Middle Eastern Finance and Management     Hybrid Journal   (Followers: 9, SJR: 0.375, CiteScore: 1)
Intl. J. of Law and Management     Hybrid Journal   (Followers: 2, SJR: 0.217, CiteScore: 1)
Intl. J. of Leadership in Public Services     Hybrid Journal   (Followers: 27)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 8, SJR: 0.802, CiteScore: 3)
Intl. J. of Logistics Management     Hybrid Journal   (Followers: 10, SJR: 0.71, CiteScore: 2)
Intl. J. of Managerial Finance     Hybrid Journal   (Followers: 5, SJR: 0.203, CiteScore: 1)
Intl. J. of Managing Projects in Business     Hybrid Journal   (Followers: 3, SJR: 0.36, CiteScore: 2)
Intl. J. of Manpower     Hybrid Journal   (Followers: 2, SJR: 0.365, CiteScore: 1)
Intl. J. of Mentoring and Coaching in Education     Hybrid Journal   (Followers: 28, SJR: 0.426, CiteScore: 1)
Intl. J. of Migration, Health and Social Care     Hybrid Journal   (Followers: 12, SJR: 0.307, CiteScore: 1)
Intl. J. of Numerical Methods for Heat & Fluid Flow     Hybrid Journal   (Followers: 11, SJR: 0.697, CiteScore: 3)
Intl. J. of Operations & Production Management     Hybrid Journal   (Followers: 21, SJR: 2.052, CiteScore: 4)
Intl. J. of Organization Theory and Behavior     Hybrid Journal  
Intl. J. of Organizational Analysis     Hybrid Journal   (Followers: 3, SJR: 0.268, CiteScore: 1)
Intl. J. of Pervasive Computing and Communications     Hybrid Journal   (Followers: 3, SJR: 0.138, CiteScore: 1)
Intl. J. of Pharmaceutical and Healthcare Marketing     Hybrid Journal   (Followers: 4, SJR: 0.25, CiteScore: 1)
Intl. J. of Physical Distribution & Logistics Management     Hybrid Journal   (Followers: 11, SJR: 1.821, CiteScore: 4)
Intl. J. of Prisoner Health     Hybrid Journal   (Followers: 7, SJR: 0.303, CiteScore: 1)
Intl. J. of Productivity and Performance Management     Hybrid Journal   (Followers: 8, SJR: 0.578, CiteScore: 2)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 31, SJR: 0.438, CiteScore: 1)
Intl. J. of Quality & Reliability Management     Hybrid Journal   (Followers: 8, SJR: 0.492, CiteScore: 2)
Intl. J. of Quality and Service Sciences     Hybrid Journal   (Followers: 2, SJR: 0.309, CiteScore: 1)
Intl. J. of Retail & Distribution Management     Hybrid Journal   (Followers: 6, SJR: 0.742, CiteScore: 3)
Intl. J. of Service Industry Management     Hybrid Journal   (Followers: 3)
Intl. J. of Social Economics     Hybrid Journal   (Followers: 5, SJR: 0.225, CiteScore: 1)
Intl. J. of Sociology and Social Policy     Hybrid Journal   (Followers: 54, SJR: 0.3, CiteScore: 1)
Intl. J. of Sports Marketing and Sponsorship     Hybrid Journal   (Followers: 1, SJR: 0.269, CiteScore: 1)
Intl. J. of Structural Integrity     Hybrid Journal   (Followers: 2, SJR: 0.228, CiteScore: 0)
Intl. J. of Sustainability in Higher Education     Hybrid Journal   (Followers: 14, SJR: 0.502, CiteScore: 2)
Intl. J. of Tourism Cities     Hybrid Journal   (Followers: 2, SJR: 0.502, CiteScore: 0)
Intl. J. of Web Information Systems     Hybrid Journal   (Followers: 4, SJR: 0.186, CiteScore: 1)
Intl. J. of Wine Business Research     Hybrid Journal   (Followers: 8, SJR: 0.562, CiteScore: 2)
Intl. J. of Workplace Health Management     Hybrid Journal   (Followers: 10, SJR: 0.303, CiteScore: 1)
Intl. Marketing Review     Hybrid Journal   (Followers: 15, SJR: 0.895, CiteScore: 3)
Irish J. of Occupational Therapy     Open Access   (Followers: 12)
ISRA Intl. J. of Islamic Finance     Open Access  
J. for Multicultural Education     Hybrid Journal   (Followers: 1, SJR: 0.237, CiteScore: 1)
J. of Accounting & Organizational Change     Hybrid Journal   (Followers: 6, SJR: 0.301, CiteScore: 1)
J. of Accounting in Emerging Economies     Hybrid Journal   (Followers: 9)
J. of Adult Protection, The     Hybrid Journal   (Followers: 16, SJR: 0.314, CiteScore: 1)
J. of Advances in Management Research     Hybrid Journal   (Followers: 2)
J. of Aggression, Conflict and Peace Research     Hybrid Journal   (Followers: 46, SJR: 0.222, CiteScore: 1)
J. of Agribusiness in Developing and Emerging Economies     Hybrid Journal   (SJR: 0.108, CiteScore: 0)
J. of Applied Accounting Research     Hybrid Journal   (Followers: 17, SJR: 0.227, CiteScore: 1)
J. of Applied Research in Higher Education     Hybrid Journal   (Followers: 50, SJR: 0.2, CiteScore: 0)
J. of Asia Business Studies     Hybrid Journal   (Followers: 2, SJR: 0.245, CiteScore: 1)
J. of Assistive Technologies     Hybrid Journal   (Followers: 20)
J. of Business & Industrial Marketing     Hybrid Journal   (Followers: 10, SJR: 0.652, CiteScore: 2)
J. of Business Strategy     Hybrid Journal   (Followers: 12, SJR: 0.333, CiteScore: 1)
J. of Capital Markets Studies     Open Access  
J. of Centrum Cathedra     Open Access  
J. of Children's Services     Hybrid Journal   (Followers: 5, SJR: 0.243, CiteScore: 1)
J. of Chinese Economic and Foreign Trade Studies     Hybrid Journal   (Followers: 1, SJR: 0.2, CiteScore: 0)
J. of Chinese Entrepreneurship     Hybrid Journal   (Followers: 4)
J. of Chinese Human Resource Management     Hybrid Journal   (Followers: 8, SJR: 0.173, CiteScore: 1)
J. of Communication Management     Hybrid Journal   (Followers: 6, SJR: 0.625, CiteScore: 1)
J. of Consumer Marketing     Hybrid Journal   (Followers: 20, SJR: 0.664, CiteScore: 2)
J. of Corporate Real Estate     Hybrid Journal   (Followers: 3, SJR: 0.368, CiteScore: 1)
J. of Criminal Psychology     Hybrid Journal   (Followers: 140, SJR: 0.268, CiteScore: 1)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 49, SJR: 0.254, CiteScore: 1)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 9, SJR: 0.257, CiteScore: 1)
J. of Defense Analytics and Logistics     Open Access  
J. of Documentation     Hybrid Journal   (Followers: 200, SJR: 0.613, CiteScore: 1)
J. of Economic and Administrative Sciences     Hybrid Journal   (Followers: 2)
J. of Economic Studies     Hybrid Journal   (Followers: 5, SJR: 0.733, CiteScore: 1)
J. of Economics, Finance and Administrative Science     Open Access   (Followers: 2, SJR: 0.217, CiteScore: 1)
J. of Educational Administration     Hybrid Journal   (Followers: 8, SJR: 1.252, CiteScore: 2)
J. of Enabling Technologies     Hybrid Journal   (Followers: 11, SJR: 0.369, CiteScore: 1)
J. of Engineering, Design and Technology     Hybrid Journal   (Followers: 16, SJR: 0.212, CiteScore: 1)
J. of Enterprise Information Management     Hybrid Journal   (Followers: 4, SJR: 0.827, CiteScore: 4)
J. of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1, SJR: 0.281, CiteScore: 1)
J. of Entrepreneurship and Public Policy     Hybrid Journal   (Followers: 8, SJR: 0.262, CiteScore: 1)
J. of European Industrial Training     Hybrid Journal   (Followers: 2)
J. of European Real Estate Research     Hybrid Journal   (Followers: 3, SJR: 0.268, CiteScore: 1)
J. of Facilities Management     Hybrid Journal   (Followers: 5, SJR: 0.33, CiteScore: 1)
J. of Family Business Management     Hybrid Journal   (Followers: 7)
J. of Fashion Marketing and Management     Hybrid Journal   (Followers: 12, SJR: 0.608, CiteScore: 2)

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Similar Journals
Journal Cover
International Journal of Public Sector Management
Journal Prestige (SJR): 0.438
Citation Impact (citeScore): 1
Number of Followers: 31  
 
  Hybrid Journal Hybrid journal (It can contain Open Access articles)
ISSN (Print) 0951-3558
Published by Emerald Homepage  [356 journals]
  • The e-government paradox in post-Soviet countries
    • Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose The purpose of this paper is to investigate the emergence of e-government in post-Soviet countries using Kazakhstan as a case study. Extant research on e-government in developing countries highlights significant benefits including improved public services, reduced corruption, and more open and inclusive government. The paper asserts the presence of an e-government paradox which limits its potential to improve public services. Design/methodology/approach Primary data were collected from a number of sources: 6 focus groups with central government agencies, local authorities and civil society organisations; 25 structured and semi-structured interviews; and participant observation. Findings The research finds evidence of an e-government paradox in five forms: an emphasis on technological development; transactional services are faster but have displaced attention from core public services; petty corruption has been reduced but grand corruption remains; isomorphic mimicry; and greater participation by citizens has been limited. Research limitations/implications The focus of the research is Kazakhstan. Applying the lessons learned to other post-Soviet countries has limitations given their different stages of development since independence. Practical implications The key practical implication of this research is that countries can become absorbed by e-government technology without questioning the fundamental business model which underpins how public services are delivered. Ultimately, this impacts on the social value of e-government. Originality/value While existing research has examined how e-government has been implemented in developing countries, this paper focusses on Kazakhstan as an authoritarian state with wider implications for post-Soviet countries.
      Citation: International Journal of Public Sector Management
      PubDate: 2019-04-26T10:57:29Z
      DOI: 10.1108/IJPSM-08-2018-0173
       
  • Towards collaborative development culture in local government
           organisations
    • Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose This paper approaches collaborative governance reform as an empirical phenomenon. The purpose of this paper is to gain insights about the systemic and grassroots level conditions for collaboration, observed from the viewpoint of organisational culture. In this paper, the authors ask what constitutes collaborative development culture in local government organisations' Design/methodology/approach The research design is founded on secondary use of quantitative data; a survey targeted to Finnish local government organisations (n=172). The authors analyse what factors the different groups, managers, professionals and politicians consider important for collaborative development culture and how they assess their local government organisations in this regard. Findings According to the results, enabling and supporting management, local government personnel’s input and ability to seek external partners are essential for creating a collaborative development culture. Interestingly, despite the recognition of deterring factors by the respondents the results highlight that the supporting and driving factors are more important for creation of collaborative culture, giving an optimistic message to actors trying to enhance collaborative development culture in local government organisations. Originality/value The authors examine the collaborative governance reform in a critical way, from the viewpoint of organisational culture. Through the study, it is possible to better understand the reality and readiness for collaboration of local governments in this respect. This is a valuable aspect for increasing both theoretical and practical understanding of the so-called collaborative governance.
      Citation: International Journal of Public Sector Management
      PubDate: 2019-04-09T08:21:50Z
      DOI: 10.1108/IJPSM-05-2018-0119
       
  • Key drivers for public value creation enhancing the adoption of electronic
           public services by citizens
    • Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose The relationship between citizens and government has been gradually changing from government centered to citizen centered. These changes can be understood from the public value perspective, which is a promising way to foster the use of electronic services (e-services) by citizens. The purpose of this paper is to analyze how key drivers for public value creation can enhance adopting electronic public services by citizens. The use of e-services as a basis for applying smart technologies is also discussed. Design/methodology/approach A qualitative study based on both a systematic literature review and a case study of an e-service provided by a Brazilian state government. Findings The study identifies that creating public value happens only after adopting e-services and that public value can be perceived directly by those who use the service or indirectly by the observation of people who have adopted it. A two-dimensional framework showing the direct and indirect factors that drive public value creation is proposed based on the data collection and literature review. Research limitations/implications The proposed conceptual framework remains untested and the data collection in the Brazilian context might be a limitation. Other studies could gather data based on the collective uses of e-services. Originality/value The framework can be used in other studies concerning public value creation. Public managers might consider its drivers when planning e-services as a way to link them to social, political and collective issues in addition to smart technologies.
      Citation: International Journal of Public Sector Management
      PubDate: 2019-04-04T08:47:39Z
      DOI: 10.1108/IJPSM-03-2018-0081
       
  • Public value of online financial transparency
    • Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose The purpose of this paper is to apply Moore’s public value model into the context of e-government research by examining online financial transparency as both an organizational goal and as a driving force for financial sustainability and public officials’ corruption. The empirical context comprises the state governments in the USA. Design/methodology/approach Structural equation modeling is used to examine the relationship between specific contextual factors of the authorizing environment, financial sustainability, public official corruption and online budget transparency. Findings The results show that contextual factors like population explain online financial transparency, while financial sustainability and corruption had moderating and negative effects. Practical implications Governments that struggle with issues of financial sustainability and corruption will rely more on online financial transparency. Transparency increases detection of public corruption. Originality/value The effects of financial transparency and financial sustainability on corruption have been studied separately. This study fills the gap of understanding the effects of both on corruption as one phenomenon.
      Citation: International Journal of Public Sector Management
      PubDate: 2019-03-19T10:15:09Z
      DOI: 10.1108/IJPSM-03-2018-0073
       
  • Public value of e-government services through emerging technologies
    • Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose The purpose of this paper is to identify the factors that generate public value in e-government services through emerging technologies and to answer the following question: Which are the factors that generate public value, in the e-government services, through emerging technologies' Design/methodology/approach Based on a multivariate linear regression model, the author tests the public value of e-government services through emerging technologies in the metropolitan area of the Toluca Valley. Five factors are evaluated to understand public value: anti-corruption strategies, access to public information, transparency platforms, social media and service kiosks. Findings Smart strategies and technologies must be guided by the generation of public value through anti-corruption strategies, open data, access to information and data privacy. The efforts of governments should focus on avoiding corruption, making government transparent, opening data and correct handling of information privacy. Technology is an important mechanism to boost public value generation. Research limitations/implications Mexico is a developing country, and there are very few emerging technologies implemented in e-Government. Practical implications The results are important to identify good practices for the generation of public value in the e-Government area. Originality/value The study of emerging technologies is a new area in government, and this paper studies the generation of public value through emerging technologies in a developing country.
      Citation: International Journal of Public Sector Management
      PubDate: 2019-03-15T08:50:45Z
      DOI: 10.1108/IJPSM-03-2018-0072
       
  • The Citipreneur
    • Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose The purpose of this paper is to explore the role of local entrepreneurs, embedded in both the civil and the business arena, in creating public value by establishing strategic collaboration around smart technologies. Design/methodology/approach The paper suggests a novel – the local entrepreneurial – type of smart bottom-up initiative between civil grassroots and market-based initiatives. This idea is further evolved in the paper to define the patterns of this alternative type of smart bottom-up initiative. For this purpose, the paper conducts a case study of a community-based sustainable energy and mobility system launched by a local entrepreneur in Utrecht, the Netherlands. Findings The local entrepreneur has played a catalyzing role in public value creation by initiating and upscaling cooperative practices around smart technologies. This success has mainly been achieved due to the entrepreneurial attitudes of pioneering and risk-taking as well as the capability to bridge between the state, the market and society to accelerate urban sustainability transition. Practical implications This paper offers a practical illustration of the potential of local entrepreneurs to evolve cooperative practices with smart technologies for societal change. It also shows the vital role of local governments in the achievement of bottom-up initiatives contributing to urban smartness. However, in the case of commercializing initiatives, governments also need to take a balancing role to safeguard the needs of all citizens based on fairness and equity, which is at the core of public value creation. Originality/value The study adds to the citizen participation literature by revealing a novel type of active citizen grasping technological opportunities to mobilize networks to cooperate for the collective good. The research also contributes to a better understanding of the bottom-up smart city as a form of governance, and its advantages as well as drawbacks concerning public value creation.
      Citation: International Journal of Public Sector Management
      PubDate: 2019-03-15T08:37:31Z
      DOI: 10.1108/IJPSM-02-2018-0060
       
  • Balancing control, usability and visibility of linked open government data
           to create public value
    • Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose Linked data is a technical standard to structure complex information and relate independent sets of data. Recently, governments have started to use this technology for bridging separated data “(silos)” by launching linked open government data (LOGD) portals. The purpose of this paper is to explore the role of LOGD as a smart technology and strategy to create public value. This is achieved by enhancing the usability and visibility of open data provided by public organizations. Design/methodology/approach In this study, three different LOGD governance modes are deduced: public agencies could release linked data via a dedicated triple store, via a shared triple store or via an open knowledge base. Each of these modes has different effects on usability and visibility of open data. Selected case studies illustrate the actual use of these three governance modes. Findings According to this study, LOGD governance modes present a trade-off between retaining control over governmental data and potentially gaining public value by the increased use of open data by citizens. Originality/value This study provides recommendations for public sector organizations for the development of their data publishing strategy to balance control, usability and visibility considering also the growing popularity of open knowledge bases such as Wikidata.
      Citation: International Journal of Public Sector Management
      PubDate: 2019-03-15T08:37:29Z
      DOI: 10.1108/IJPSM-02-2018-0062
       
  • Social media as micro-encounters
    • Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose The purpose of this paper is to introduce a framework for understanding how millennial social media use preferences can help public administrators change their delivery ethos to foster meaningful micro-encounters in digital spaces to then create public value. Ideally, these micro-encounters encourage public values creation from both the user (government) and audience side. Traditional government social media use often is one-way push without much care for dialogue and discussion. This revised framework shifts that thinking from the social media creation phase, allowing public administrators to use the tools in a more creative way. Design/methodology/approach The approach to the paper is theoretical, meaning the theoretical framework brings together lines of scholarship that have previously run parallel: millennial social media use preferences, government social media, and public values creation. Findings The theoretical framework offers propositions for future inquiry. The framework shows how traditional public sector social media use fails when it comes to creating meaningful spaces for interaction, which ideally is the purpose of social media. Practical implications The framework offered herein can help practitioners change the way they set up and even currently use social media tools to engage with the public. Though the framework is based on millennial social media preferences, any generation can benefit from a more open, inclusive platform that strives to foster public values such as collaboration, dialogue and transparency. Originality/value The theoretical framework generated for this paper brings together usually separate literatures to create a more holistic picture of social media use for public administrators.
      Citation: International Journal of Public Sector Management
      PubDate: 2019-03-15T08:16:27Z
      DOI: 10.1108/IJPSM-02-2018-0059
       
  • Outcomes of open government
    • Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose Governments all over the world have implemented citizensourcing initiatives to integrate citizens into decision-making processes. A more participative decision-making process is associated with an open government and assumed to benefit public service quality and interactive value creation. The purpose of this paper is to highlight the outcomes of open government initiatives and ask to what extent open government participation is related to perceived outcomes of open government. Design/methodology/approach Data conducted from a survey among users of a citizensourcing platform and platform data are used to perform non-parametric analyses and examine the relationship between platform participation and perceived outcomes of open government. Findings The findings of this paper suggest that active platform usage positively relates to several outcomes perceived by citizens, such as improved information flow, increased trust in and satisfaction with local government. In contrast, repetitive participation does not significantly relate to users’ outcome evaluation. Practical implications This study suggests public managers to provide possibilities for citizen participation and interaction with government such as citizensourcing initiatives. In particular, it recommends promoting participants’ platform activity, as proactive platform participation has positive effects on perceived outcomes of open government. Originality/value Previous literature discussed what it needs to realize a transparent and participatory government. First empirical studies deal with government institutions’ reasons to promote exchange with citizens, and investigate citizens’ motivation to participate in citizensourcing activities, but have disregarded the consequences of open government so far. This study thus provides first insights into the outcomes of open government, as perceived by the users.
      Citation: International Journal of Public Sector Management
      PubDate: 2019-01-14T12:07:47Z
      DOI: 10.1108/IJPSM-02-2018-0056
       
  • Do local politicians really want collaborative governance'
    • First page: 320
      Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose The purpose of this paper is to assess, empirically, the opinions of local politicians concerning citizen participation in collaborative governance processes. Elected politicians play a key role as gatekeepers when it comes to the political impact of participatory initiatives, and by examining their attitudes, it is possible to get an understanding of perceived challenges from the perspective of elected representatives. Design/methodology/approach The empirical findings come from an ongoing project studying democratic innovation, the primary objective of which is to understand how local politicians think about efforts to increase or deepen citizen participation in political decision making. The source of data is interviews with 29 members of the executive boards of four Norwegian municipalities. Findings Although most of the politicians acknowledge that good reasons exist to facilitate greater citizen involvement, they are particularly worried about figuring out how to realise “inclusiveness” and “popular control” as two democratic goods. They appear to think most people are not motivated to participate; thus, they do not think it is possible or desirable to interact more directly with citizens in collaborative processes to develop shared recommendations for new solutions to public problems. Research limitations/implications The municipalities in this study are not a representative sample of Norwegian municipalities, as each has expressed an interest in democratic innovation. Thus, they would be expected to have more positive attitudes than the average municipality. Originality/value Given that elected representatives decide whether and how to involve citizens in political decision-making processes, their attitudes are crucial to understanding and explaining collaborative governance efforts in western democracies.
      Citation: International Journal of Public Sector Management
      PubDate: 2019-02-11T03:29:44Z
      DOI: 10.1108/IJPSM-10-2017-0271
       
  • Public hospital reforms in China: towards a model of new public
           management'
    • First page: 352
      Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose The purpose of this paper is to explore how far plans to “modernize” hospital management in China are converging toward a global model of new public management (NPM) or represent a distinctive pathway. Design/methodology/approach This paper draws on a systematic review of available secondary sources published in English and Chinese to describe both the nature and trajectory of hospital management reforms in China. Findings In China, while public hospital reforms bear many of the hallmarks of the NPM, they are distinctive in two key respects. First, the thrust of current reforms is to partially reverse, not extend, the trend toward marketization in order to strengthen the public orientation of public hospitals. Second is a marked gap between the rhetoric and reality of empowering managers and freeing them from political control. Practical implications This paper develops a framework for understanding the drivers and obstacles to hospital management reforms in China that is useful for managers, clinicians and policy makers. Originality/value In China, few authors have considered NPM reform in relation to healthcare. This paper contributes in better understanding current reforms taking place in China’s expanding healthcare sector and locates these within broader theoretical and policy debates.
      Citation: International Journal of Public Sector Management
      PubDate: 2019-03-27T10:35:19Z
      DOI: 10.1108/IJPSM-03-2018-0063
       
  • Smart city governance: exploring the institutional work of multiple actors
           towards collaboration
    • First page: 367
      Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose To address the growing pressure to foster effectiveness, sustainability and quality of life, local governments have focused on developing policies and initiatives designed to make their cities smarter. Despite the growing attention paid to this issue, an important but under-investigated issue is represented by the smart city governance. In this regard, in light of the claimed need for collaboration, the purpose of this paper is to investigate why and how different institutional works carried out by multiple actors may explain the way in which collaborative governance can be constructed in the context of a smart city. Design/methodology/approach A rich in-depth case study has been carried out exploring the experience of a smart city in the north of Italy. The study explores the institutional works done by multiple actors (Lawrence et al., 2013) and their influence on the governance of the smart city. Findings Collaboration is perceived to be instrumental in making a city smart, during the design and implementation phase, while generating new challenges that must be overcome by an integration of the political, technical and, especially, cultural work of the collective actors involved. Originality/value Despite governance is recognized as a crucial factor for realizing a smartness-orientation, it is scarcely investigated. The main value of the current research is thus its contribution to overcome this gap providing new empirical evidence on the role of multiple actors in the smart city context.
      Citation: International Journal of Public Sector Management
      PubDate: 2019-03-29T10:45:56Z
      DOI: 10.1108/IJPSM-05-2018-0126
       
  • Influence as the key to consent' Swedish director generals’
           perceptions of reporting requirements
    • First page: 388
      Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose Performance measurements have become a prominent part of government steering of public agencies. At the same time, they are increasingly criticized for creating heavy administrative burdens. The purpose of this paper is to argue that consent on part of the heads of agencies is vital for making performance measurement an efficient tool for not only control but also organizational learning. Design/methodology/approach The paper reports a survey with a nearly total sample of Swedish Director Generals. Findings Findings suggest that Director Generals who feel that they are able to influence the goals and indicators of their agencies are significantly more willing to consent to the government’s reporting requirements. Originality/value The paper suggests that a more encompassing, interactive and participatory process might increase agency consent with reporting requirements.
      Citation: International Journal of Public Sector Management
      PubDate: 2019-03-15T08:16:05Z
      DOI: 10.1108/IJPSM-08-2018-0193
       
  • After all these years, what has happened to the international prevalence
           of NPM-inspired managerial practices'
    • First page: 403
      Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose According to a widely accepted narrative, managerial reforms associated with new public management (NPM) originated in wealthy market economies and liberal democracies and were then promoted globally. However, scientific and systematic cross-national evidence of NPM practices has remained limited in scope, and debates over their survival and prevalence remain unsettled. The purpose of this paper is to narrow this empirical gap. Design/methodology/approach Using international data from public education in approximately 65 economies in 2012, this study systematically investigated the prevalence of managerial practices, namely, the managerial responsibilities of school principals, goal orientation in school management, and performance-based human resource management (HRM). It also tested correlations between the status of these practices and political and economic conditions across economies. Findings As of 2012, the top users of NPM practices were geographically spread across the world in regions that included Southeast Asia, Eastern Europe, the Middle East, and North Africa. Economies exhibited dissimilarities in their deployment of managerial practices. Performance-based HRM tended to be used more extensively in less accountable and less wealthy economies. Originality/value By focusing on actual practices, this study offers an empirically valid, critical analysis of the global prevalence of NPM. The findings clarify some observers’ current understandings of NPM. They deliver a powerful message that debates on global reform waves can benefit greatly from empirical evidence drawn from world regions beyond one’s parochial focus.
      Citation: International Journal of Public Sector Management
      PubDate: 2019-04-10T12:44:02Z
      DOI: 10.1108/IJPSM-10-2018-0215
       
  • Determinants of local public employee attitudes toward government
           innovation
    • First page: 418
      Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose The purpose of this paper is to identify individual level perception-based determinants influencing participation in government innovation and to examine the moderating effect of innovation cynicism upon those determinants. Design/methodology/approach Focusing on the case of Government 3.0, a Korean National Government innovation initiative, this study analyzes survey data regarding local public employee perceptions of the initiative through ordered logistic regression. Findings Multiple theoretical correlates of perceived desirability, perceived efficacy, performance expectancy, facilitating leadership, peer influence and demonstrable symbols have positive influences on participation in Government 3.0. Surprisingly, cynics of government innovation reported more active participation in Government 3.0 than non-cynics. While cynicism negatively moderates the influence of perceived desirability, performance expectancy and peer influence on Government 3.0 participation, the expected negative moderating effect does not correspond with the influence of perceived efficacy on innovation participation. Originality/value The study highlights the importance of innovation cynics, who are probably neither skeptics nor pessimists regarding recent changes but rather are concerned about recurring rhetoric and poor performance of government innovation.
      Citation: International Journal of Public Sector Management
      PubDate: 2019-03-15T08:50:49Z
      DOI: 10.1108/IJPSM-06-2018-0134
       
  • Representative bureaucracy in the Arab Gulf states
    • First page: 230
      Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose The purpose of this paper is to apply the lens of representative bureaucracy (RB) to women’s representation at management level in governments and government-owned companies in Arab Gulf states (AGS), and to consider the implications for government stability, legitimacy and performance. Design/methodology/approach Data were analysed of the numbers of men and women in management positions (8,936), of government and government-owned companies (846), for the six countries of the AGS. Analyses were conducted on the presence/absence of women in management for ten industry types. Findings Governments and government-owned companies in the AGS were identified as hybrid (public/private) institutions. Women were found to be underrepresented at management levels in public sector bureaucracy; women clustered in a narrow range of industries; all countries returned a high result of zero female managers in these industries. Research limitations/implications This research is limited by data collected from a single source, “Eikon”, which is a commercial database. The implication of these results is a benchmark for future studies on women’s representation at management level in governments and government-owned companies of Arab Gulf countries. Practical implications The practical implication of this study is for concerted government intervention to address gender inequality in management of governments and government-owned companies across the AGS. Originality/value This is the first study of RB in AGS and extends the theory of RB to a new geographical and cultural context. There is value in application of RB to government and government-owned companies as a regional form of hybrid public–private organisation.
      Citation: International Journal of Public Sector Management
      PubDate: 2018-10-08T01:31:30Z
      DOI: 10.1108/IJPSM-07-2017-0198
       
  • The impact of types of trust in the public sector – a case study
           approach
    • First page: 247
      Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose The purpose of this paper is to study how different types of trust develop and change over time in the collaboration between an organization and its board. Design/methodology/approach This paper is a response to a recent call to apply the concept of trust in understanding the collaboration between a public organization, its board, and other stakeholders. Here, the authors study a single case, and based on a longitudinal in-depth case study method covering the period of 2003–2015, the authors have conducted 27 interviews, including the CEO and all the board members. Findings The authors introduce and advance the concept of trust in the public sector literature on board work. This paper shows that trust is complex and multidimensional at different units of analysis. The types of trust discussed in this paper are cognitive, affective, contractual, competence, and goodwill. Different types of trust are developed to make the collaboration between a governed organization and its board to work. Research limitations/implications Because this paper uses the case study method and only studies one single case, the findings of this paper might be questioned on the issue of generalization. Originality/value The authors conceptualize and adopt trust as a multidimensional, dynamic concept, and with different units of analyses, capture the nature of the collaboration between a public organization and its board, and its complexity.
      Citation: International Journal of Public Sector Management
      PubDate: 2018-08-30T07:58:52Z
      DOI: 10.1108/IJPSM-08-2017-0226
       
  • Exploring governance issues among boards of directors within state-owned
           enterprises in Barbados
    • First page: 264
      Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose The purpose of this paper is to examine corporate governance (CG) issues among boards of directors (BODs) in Barbados’ state-owned enterprises (SOEs) by utilizing agency and institutional theories as the theoretical framework. Design/methodology/approach This research adopts a mixed methods approach using quantitative and qualitative methods. Data are collected in five stages including data initially from a governance workshop attended by BODs. The findings are presented and feedback obtained in subsequent stages including several seminars attended by BODs, government officials, regulators and other stakeholders. Findings BODs perceive that they perform their roles and responsibilities in an effective and efficient manner, influence decision making, exercise control in SOEs and conduct well-organized meetings. However, respondents from the various stages report that there is lack of accountability and transparency, inadequate disclosure, lengthy board meetings resulting in excessive delays in decision making, unclear accounting and auditing guidelines, and a lack of training in financial and CG matters. Political interference, board appointment and composition are also cited as major concerns. Research limitations/implications Suggestions include reduced political interference, increased training, following OECD (2005) best practices and greater accountability. Originality/value The paper extends the literature on CG in BODs in SOEs in emerging economies. This study utilizes the agency and institutional frameworks to understand the phenomenon.
      Citation: International Journal of Public Sector Management
      PubDate: 2018-11-01T02:53:44Z
      DOI: 10.1108/IJPSM-04-2018-0099
       
  • Increasing convergence of civic engagement in management: a systematic
           literature review
    • First page: 282
      Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose The last ten years have shown a significant upward trend of engagement in public management reflecting a significant increase in interest in the topic. The purpose of this paper is to investigate the benefits and factors affecting the construct of civic engagement that thus far are missing in the current literature through the analysis of studies published in the main journals of management. Design/methodology/approach Through a systematic literature review, the current research tries to advance the progress in the understanding of the civic engagement construct analyzing a sample of 96 papers published in the main journals on the subject areas of “communication,” “marketing” and “public sector management.” Findings The literature was codified and characterized as follows: level of analysis, variables that affect civic engagement; benefits of civic engagement; and theoretic and methodological approach. This research explores the construct through an analysis of the literature found in the main scientific journals to intercept its various profiles and facets alongside the mechanisms that precede and follow its manifestation. Practical implications Public organizations can no longer do without engaging citizens in decision-making processes. Public managers can use these findings to establish a connection with their citizens and influence their publics through commitment and managerial actions that guarantee direct democracy. Originality/value This is the first research that aims to study the phenomenon in the public sphere from a multidisciplinary perspective that is as yet incomplete. An integrated vision can highlight current and future developments and eventual opportunities for further research.
      Citation: International Journal of Public Sector Management
      PubDate: 2018-10-18T02:23:58Z
      DOI: 10.1108/IJPSM-03-2018-0068
       
  • The Community Empowerment Act and localism under devolution in Scotland
    • First page: 302
      Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose In Scotland, the Community Empowerment (Scotland) Act represents a significant development towards greater localism in the way public services are designed and delivered in Scotland. This also represents a different approach to that adopted in the rest of the UK. The purpose of this paper is to explore the stakeholder perceptions of localism within a council ward. Design/methodology/approach This paper is based on an in-depth exploratory case study of a single council ward in East Scotland. The fieldwork involved 61 in-depth interviews with multiple stakeholders including local councillors, public service managers and residents. Findings The findings highlight that, whilst the discourse of community empowerment represents policy divergence, there remain some significant structural and social barriers to meaningful community empowerment in practice. Finally, it is argued that there are three key factors to consider when developing community empowerment: a shared strategy, shared resources and shared accountability. Originality/value The research draws on extensive data from an in-depth case study to explore the realities of community empowerment within a single local authority ward. In doing so, it provides a rich contextual narrative of how the rhetoric of community empowerment is perceived within a council ward setting.
      Citation: International Journal of Public Sector Management
      PubDate: 2018-11-08T03:31:17Z
      DOI: 10.1108/IJPSM-03-2018-0080
       
  • Public-private partnerships in developing countries
    • First page: 334
      Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose Mounting fiscal constraints and increasing complexity of public services have led governments to search for alternative service delivery mechanisms. The public–private partnership (PPP) is one type of service arrangement in which the public and private sectors enter into a long-term cooperative relationship for the purpose of delivering a public good or service. Despite increasing private sector participation in developing nations, there is a need for more systematic assessment of PPPs in such countries. The purpose of this paper is to explore the factors that affect the adoption and implementation of projects in the context of developing countries. Design/methodology/approach A multiple case holistic design is employed to analyze 19 select projects across several developing countries to identify and pool clusters of variables that facilitate or impede PPPs. Findings The results indicate five broad categories of political, economic, legislative, financial and management requisites. Research limitations/implications A limitation of this research is that the cases were not selected at random. However, the projects are spread across several areas such as public health, public utilities, public works, transportation and water/wastewater infrastructure in different countries. This allows the authors to examine how the common factors apply across different contextual settings. Originality/value This paper seeks to contribute to the literature by examining several developing countries to identify and pool clusters of variables that facilitate or impede the effective implementation of PPP projects in the context of such regions.
      Citation: International Journal of Public Sector Management
      PubDate: 2018-12-04T03:02:15Z
      DOI: 10.1108/IJPSM-01-2018-0001
       
 
 
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