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Publisher: Emerald   (Total: 341 journals)

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Showing 1 - 200 of 341 Journals sorted alphabetically
A Life in the Day     Hybrid Journal   (Followers: 12)
Academia Revista Latinoamericana de Administración     Open Access   (Followers: 2, SJR: 0.178, h-index: 1)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 31, SJR: 1.71, h-index: 3)
Accounting Research J.     Hybrid Journal   (Followers: 25, SJR: 0.144, h-index: 0)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 21, SJR: 2.187, h-index: 4)
Advances in Accounting Education     Hybrid Journal   (Followers: 16, SJR: 0.279, h-index: 0)
Advances in Appreciative Inquiry     Hybrid Journal   (SJR: 0.451, h-index: 1)
Advances in Autism     Hybrid Journal   (Followers: 18, SJR: 0.222, h-index: 1)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 46, SJR: 0.21, h-index: 1)
Advances in Gender Research     Full-text available via subscription   (Followers: 3, SJR: 0.16, h-index: 0)
Advances in Intl. Marketing     Full-text available via subscription   (Followers: 5)
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 64, SJR: 0.296, h-index: 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, h-index: 1)
Agricultural Finance Review     Hybrid Journal   (SJR: 0.406, h-index: 1)
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 194, SJR: 0.354, h-index: 1)
American J. of Business     Hybrid Journal   (Followers: 17)
Annals in Social Responsibility     Full-text available via subscription  
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 11, SJR: 0.235, h-index: 1)
Arts and the Market     Hybrid Journal   (Followers: 8)
Asia Pacific J. of Innovation and Entrepreneurship     Open Access  
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 8, SJR: 0.425, h-index: 1)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 5, SJR: 0.234, h-index: 1)
Asian Association of Open Universities J.     Open Access   (Followers: 1)
Asian Education and Development Studies     Hybrid Journal   (Followers: 5, SJR: 0.233, h-index: 1)
Asian J. on Quality     Hybrid Journal   (Followers: 3)
Asian Review of Accounting     Hybrid Journal   (Followers: 2, SJR: 0.222, h-index: 1)
Aslib J. of Information Management     Hybrid Journal   (Followers: 25, SJR: 0.725, h-index: 2)
Aslib Proceedings     Hybrid Journal   (Followers: 295)
Assembly Automation     Hybrid Journal   (Followers: 2, SJR: 0.603, h-index: 2)
Baltic J. of Management     Hybrid Journal   (Followers: 3, SJR: 0.309, h-index: 1)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 10, SJR: 0.559, h-index: 2)
British Food J.     Hybrid Journal   (Followers: 16, SJR: 0.5, h-index: 2)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 14, SJR: 0.46, h-index: 1)
Business Process Re-engineering & Management J.     Hybrid Journal   (Followers: 8)
Business Strategy Series     Hybrid Journal   (Followers: 6)
Career Development Intl.     Hybrid Journal   (Followers: 17, SJR: 0.527, h-index: 2)
China Agricultural Economic Review     Hybrid Journal   (Followers: 2, SJR: 0.31, h-index: 1)
China Finance Review Intl.     Hybrid Journal   (Followers: 5, SJR: 0.245, h-index: 0)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.278, h-index: 1)
Circuit World     Hybrid Journal   (Followers: 15, SJR: 0.246, h-index: 1)
Collection Building     Hybrid Journal   (Followers: 11, SJR: 0.296, h-index: 1)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 3, SJR: 0.22, h-index: 1)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 5, SJR: 0.274, h-index: 1)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 14, SJR: 0.731, h-index: 2)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 7, SJR: 0.453, h-index: 1)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 7, SJR: 0.336, h-index: 1)
Critical Perspectives on Intl. Business     Hybrid Journal   (SJR: 0.378, h-index: 1)
Cross Cultural & Strategic Management     Hybrid Journal   (Followers: 8, SJR: 0.504, h-index: 2)
Development and Learning in Organizations     Hybrid Journal   (Followers: 7, SJR: 0.138, h-index: 0)
Digital Library Perspectives     Hybrid Journal   (Followers: 23, SJR: 0.341, h-index: 1)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 21, SJR: 0.47, h-index: 1)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 130, SJR: 0.245, h-index: 1)
Education + Training     Hybrid Journal   (Followers: 23)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (Followers: 1, SJR: 1.707, h-index: 3)
Emerald Emerging Markets Case Studies     Hybrid Journal   (Followers: 1)
Employee Relations     Hybrid Journal   (Followers: 7, SJR: 0.551, h-index: 2)
Engineering Computations     Hybrid Journal   (Followers: 3, SJR: 0.444, h-index: 1)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 10, SJR: 0.653, h-index: 2)
English Teaching: Practice & Critique     Hybrid Journal   (SJR: 0.417, h-index: 1)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 13, SJR: 0.5, h-index: 1)
EuroMed J. of Business     Hybrid Journal   (Followers: 1, SJR: 0.26, h-index: 1)
European Business Review     Hybrid Journal   (Followers: 8, SJR: 0.585, h-index: 3)
European J. of Innovation Management     Hybrid Journal   (Followers: 23, SJR: 0.454, h-index: 2)
European J. of Management and Business Economics     Open Access   (Followers: 1, SJR: 0.239, h-index: 1)
European J. of Marketing     Hybrid Journal   (Followers: 21, SJR: 0.971, h-index: 2)
European J. of Training and Development     Hybrid Journal   (Followers: 11, SJR: 0.477, h-index: 1)
Evidence-based HRM     Hybrid Journal   (Followers: 5, SJR: 0.537, h-index: 1)
Facilities     Hybrid Journal   (Followers: 2, SJR: 0.503, h-index: 2)
Foresight     Hybrid Journal   (Followers: 7, SJR: 0.34, h-index: 1)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 18, SJR: 0.412, h-index: 1)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 2, SJR: 0.421, h-index: 1)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 46, SJR: 0.426, h-index: 1)
History of Education Review     Hybrid Journal   (Followers: 12, SJR: 0.26, h-index: 0)
Housing, Care and Support     Hybrid Journal   (Followers: 8, SJR: 0.171, h-index: 0)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 17, SJR: 0.129, h-index: 0)
Humanomics     Hybrid Journal   (Followers: 2, SJR: 0.333, h-index: 1)
IMP J.     Hybrid Journal  
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.174, h-index: 0)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.301, h-index: 1)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 5, SJR: 0.334, h-index: 1)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 7, SJR: 0.904, h-index: 3)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 2, SJR: 0.318, h-index: 1)
Info     Hybrid Journal   (Followers: 1)
Information and Computer Security     Hybrid Journal   (Followers: 22, SJR: 0.307, h-index: 1)
Information Technology & People     Hybrid Journal   (Followers: 43, SJR: 0.671, h-index: 2)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 11, SJR: 0.191, h-index: 1)
Interlending & Document Supply     Hybrid Journal   (Followers: 60)
Internet Research     Hybrid Journal   (Followers: 37, SJR: 1.645, h-index: 5)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 4, SJR: 0.324, h-index: 1)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 9)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 9, SJR: 0.275, h-index: 1)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 8, SJR: 0.654, h-index: 3)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 14, SJR: 0.353, h-index: 1)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 7, SJR: 0.318, h-index: 1)
Intl. J. of Commerce and Management     Hybrid Journal   (Followers: 1)
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 15, SJR: 0.362, h-index: 1)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 13, SJR: 1.452, h-index: 4)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 18, SJR: 0.339, h-index: 1)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 9, SJR: 0.139, h-index: 0)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 5, SJR: 0.387, h-index: 1)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 5, SJR: 0.559, h-index: 1)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 6, SJR: 0.201, h-index: 1)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 3, SJR: 0.474, h-index: 2)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 2, SJR: 0.349, h-index: 1)
Intl. J. of Entrepreneurial Behaviour & Research     Hybrid Journal   (Followers: 4, SJR: 0.629, h-index: 2)
Intl. J. of Event and Festival Management     Hybrid Journal   (Followers: 5, SJR: 0.388, h-index: 1)
Intl. J. of Gender and Entrepreneurship     Hybrid Journal   (Followers: 6, SJR: 0.445, h-index: 1)
Intl. J. of Health Care Quality Assurance     Hybrid Journal   (Followers: 11, SJR: 0.358, h-index: 1)
Intl. J. of Health Governance     Hybrid Journal   (Followers: 26, SJR: 0.247, h-index: 1)
Intl. J. of Housing Markets and Analysis     Hybrid Journal   (Followers: 9, SJR: 0.211, h-index: 1)
Intl. J. of Human Rights in Healthcare     Hybrid Journal   (Followers: 6, SJR: 0.205, h-index: 0)
Intl. J. of Information and Learning Technology     Hybrid Journal   (Followers: 7, SJR: 0.226, h-index: 1)
Intl. J. of Innovation Science     Hybrid Journal   (Followers: 10, SJR: 0.197, h-index: 1)
Intl. J. of Intelligent Computing and Cybernetics     Hybrid Journal   (Followers: 3, SJR: 0.214, h-index: 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, h-index: 1)
Intl. J. of Law and Management     Hybrid Journal   (Followers: 2, SJR: 0.217, h-index: 1)
Intl. J. of Law in the Built Environment     Hybrid Journal   (Followers: 3, SJR: 0.227, h-index: 0)
Intl. J. of Leadership in Public Services     Hybrid Journal   (Followers: 19)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 5, SJR: 0.802, h-index: 3)
Intl. J. of Logistics Management     Hybrid Journal   (Followers: 10, SJR: 0.71, h-index: 2)
Intl. J. of Managerial Finance     Hybrid Journal   (Followers: 5, SJR: 0.203, h-index: 1)
Intl. J. of Managing Projects in Business     Hybrid Journal   (Followers: 2, SJR: 0.36, h-index: 2)
Intl. J. of Manpower     Hybrid Journal   (Followers: 2, SJR: 0.365, h-index: 1)
Intl. J. of Mentoring and Coaching in Education     Hybrid Journal   (Followers: 24, SJR: 0.426, h-index: 1)
Intl. J. of Migration, Health and Social Care     Hybrid Journal   (Followers: 11, SJR: 0.307, h-index: 1)
Intl. J. of Numerical Methods for Heat & Fluid Flow     Hybrid Journal   (Followers: 11, SJR: 0.697, h-index: 3)
Intl. J. of Operations & Production Management     Hybrid Journal   (Followers: 18, SJR: 2.052, h-index: 4)
Intl. J. of Organizational Analysis     Hybrid Journal   (Followers: 3, SJR: 0.268, h-index: 1)
Intl. J. of Pervasive Computing and Communications     Hybrid Journal   (Followers: 3, SJR: 0.138, h-index: 1)
Intl. J. of Pharmaceutical and Healthcare Marketing     Hybrid Journal   (Followers: 4, SJR: 0.25, h-index: 1)
Intl. J. of Physical Distribution & Logistics Management     Hybrid Journal   (Followers: 11, SJR: 1.821, h-index: 4)
Intl. J. of Prisoner Health     Hybrid Journal   (Followers: 8, SJR: 0.303, h-index: 1)
Intl. J. of Productivity and Performance Management     Hybrid Journal   (Followers: 7, SJR: 0.578, h-index: 2)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 24, SJR: 0.438, h-index: 1)
Intl. J. of Quality & Reliability Management     Hybrid Journal   (Followers: 7, SJR: 0.492, h-index: 2)
Intl. J. of Quality and Service Sciences     Hybrid Journal   (Followers: 2, SJR: 0.309, h-index: 1)
Intl. J. of Retail & Distribution Management     Hybrid Journal   (Followers: 6, SJR: 0.742, h-index: 3)
Intl. J. of Service Industry Management     Hybrid Journal   (Followers: 2)
Intl. J. of Social Economics     Hybrid Journal   (Followers: 5, SJR: 0.225, h-index: 1)
Intl. J. of Sociology and Social Policy     Hybrid Journal   (Followers: 49, SJR: 0.3, h-index: 1)
Intl. J. of Sports Marketing and Sponsorship     Hybrid Journal   (Followers: 1, SJR: 0.269, h-index: 1)
Intl. J. of Structural Integrity     Hybrid Journal   (Followers: 2, SJR: 0.228, h-index: 0)
Intl. J. of Sustainability in Higher Education     Hybrid Journal   (Followers: 13, SJR: 0.502, h-index: 2)
Intl. J. of Tourism Cities     Hybrid Journal   (Followers: 2, SJR: 0.502, h-index: 0)
Intl. J. of Web Information Systems     Hybrid Journal   (Followers: 4, SJR: 0.186, h-index: 1)
Intl. J. of Wine Business Research     Hybrid Journal   (Followers: 7, SJR: 0.562, h-index: 2)
Intl. J. of Workplace Health Management     Hybrid Journal   (Followers: 11, SJR: 0.303, h-index: 1)
Intl. Marketing Review     Hybrid Journal   (Followers: 16, SJR: 0.895, h-index: 3)
Irish J. of Occupational Therapy     Open Access  
ISRA Intl. J. of Islamic Finance     Open Access  
J. for Multicultural Education     Hybrid Journal   (Followers: 1, SJR: 0.237, h-index: 1)
J. of Accounting & Organizational Change     Hybrid Journal   (Followers: 5, SJR: 0.301, h-index: 1)
J. of Accounting in Emerging Economies     Hybrid Journal   (Followers: 9)
J. of Adult Protection, The     Hybrid Journal   (Followers: 15, SJR: 0.314, h-index: 1)
J. of Advances in Management Research     Hybrid Journal   (Followers: 2)
J. of Aggression, Conflict and Peace Research     Hybrid Journal   (Followers: 44, SJR: 0.222, h-index: 1)
J. of Agribusiness in Developing and Emerging Economies     Hybrid Journal   (SJR: 0.108, h-index: 0)
J. of Applied Accounting Research     Hybrid Journal   (Followers: 16, SJR: 0.227, h-index: 1)
J. of Applied Research in Higher Education     Hybrid Journal   (Followers: 49, SJR: 0.2, h-index: 0)
J. of Asia Business Studies     Hybrid Journal   (Followers: 2, SJR: 0.245, h-index: 1)
J. of Assistive Technologies     Hybrid Journal   (Followers: 20)
J. of Business & Industrial Marketing     Hybrid Journal   (Followers: 8, SJR: 0.652, h-index: 2)
J. of Business Strategy     Hybrid Journal   (Followers: 11, SJR: 0.333, h-index: 1)
J. of Centrum Cathedra     Open Access  
J. of Children's Services     Hybrid Journal   (Followers: 5, SJR: 0.243, h-index: 1)
J. of Chinese Economic and Foreign Trade Studies     Hybrid Journal   (Followers: 1, SJR: 0.2, h-index: 0)
J. of Chinese Entrepreneurship     Hybrid Journal   (Followers: 4)
J. of Chinese Human Resource Management     Hybrid Journal   (Followers: 6, SJR: 0.173, h-index: 1)
J. of Communication Management     Hybrid Journal   (Followers: 6, SJR: 0.625, h-index: 1)
J. of Consumer Marketing     Hybrid Journal   (Followers: 18, SJR: 0.664, h-index: 2)
J. of Corporate Real Estate     Hybrid Journal   (Followers: 3, SJR: 0.368, h-index: 1)
J. of Criminal Psychology     Hybrid Journal   (Followers: 119, SJR: 0.268, h-index: 1)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 46, SJR: 0.254, h-index: 1)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 10, SJR: 0.257, h-index: 1)
J. of Documentation     Hybrid Journal   (Followers: 178, SJR: 0.613, h-index: 1)
J. of Economic and Administrative Sciences     Hybrid Journal   (Followers: 2)
J. of Economic Studies     Hybrid Journal   (Followers: 5, SJR: 0.733, h-index: 1)
J. of Educational Administration     Hybrid Journal   (Followers: 6, SJR: 1.252, h-index: 2)
J. of Enabling Technologies     Hybrid Journal   (Followers: 3, SJR: 0.369, h-index: 1)
J. of Engineering, Design and Technology     Hybrid Journal   (Followers: 16, SJR: 0.212, h-index: 1)
J. of Enterprise Information Management     Hybrid Journal   (Followers: 4, SJR: 0.827, h-index: 4)
J. of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1, SJR: 0.281, h-index: 1)
J. of Entrepreneurship and Public Policy     Hybrid Journal   (Followers: 8, SJR: 0.262, h-index: 1)
J. of European Industrial Training     Hybrid Journal   (Followers: 2)
J. of European Real Estate Research     Hybrid Journal   (Followers: 3, SJR: 0.268, h-index: 1)
J. of Facilities Management     Hybrid Journal   (Followers: 3, SJR: 0.33, h-index: 1)
J. of Family Business Management     Hybrid Journal   (Followers: 7)
J. of Fashion Marketing and Management     Hybrid Journal   (Followers: 12, SJR: 0.608, h-index: 2)
J. of Financial Crime     Hybrid Journal   (Followers: 375, SJR: 0.228, h-index: 0)
J. of Financial Economic Policy     Hybrid Journal   (Followers: 1, SJR: 0.186, h-index: 0)
J. of Financial Management of Property and Construction     Hybrid Journal   (Followers: 8, SJR: 0.309, h-index: 1)
J. of Financial Regulation and Compliance     Hybrid Journal   (Followers: 8, SJR: 0.159, h-index: 0)
J. of Financial Reporting and Accounting     Hybrid Journal   (Followers: 13)
J. of Forensic Practice     Hybrid Journal   (Followers: 56, SJR: 0.205, h-index: 1)
J. of Global Mobility     Hybrid Journal   (Followers: 2, SJR: 0.377, h-index: 1)

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Journal Cover
International Journal of Public Sector Management
Journal Prestige (SJR): 0.438
Citation Impact (citeScore): 1
Number of Followers: 24  
 
  Hybrid Journal Hybrid journal (It can contain Open Access articles)
ISSN (Print) 0951-3558
Published by Emerald Homepage  [341 journals]
  • Process tracing change management: the reform of the Italian judiciary
    • Pages: 566 - 582
      Abstract: International Journal of Public Sector Management, Volume 31, Issue 5, Page 566-582, July 2018.
      Purpose In 2009, the Italian Government initiated a national programme to improve the management of judicial offices. Programme implementation has been patchy and unsatisfactory in all but a few cases. Against this background, the Law Court of Milan has achieved exceptional results and is now recognised as a good practice benchmark for Italy. The purpose of this paper is to investigate this case in order to reconstruct the local conditions for successful implementation of the national programme. Design/methodology/approach To test a theory of the programme based on leaders’ engagement, their access to managerial knowledge, and the transfer and consolidation of that knowledge, the present study applies process tracing, a qualitative method that uses Bayesian reasoning to improve the accuracy of within-case inferences. Findings The analysis shows how programme and context features interacted to support change. In particular, while the national programme succeeded in providing resources for leader engagement and knowledge access, the transfer and consolidation of managerial knowledge depended largely on a brokerage function performed locally between consultants and magistrates. Originality/value The paper sheds light on the local conditions for change management and does so by employing an innovative qualitative method that improves the reliability of within-case inferences.
      Citation: International Journal of Public Sector Management
      PubDate: 2018-06-04T02:34:27Z
      DOI: 10.1108/IJPSM-06-2017-0158
       
  • The role of uncertainty in performance information disclosure
    • Pages: 583 - 598
      Abstract: International Journal of Public Sector Management, Volume 31, Issue 5, Page 583-598, July 2018.
      Purpose The purpose of this paper is to investigate the relationship between the environmental uncertainty faced by public administrations and their likelihood of disclosing performance information, particularly at municipal level. Design/methodology/approach The existence of the relationship between environmental uncertainty and performance information disclosure is explored, drawing on organizational information processing theory. The paper describes an empirical quantitative investigation in a sample of 490 Italian municipalities. Findings Municipalities facing more uncertainty are more likely to disclose performance information. There is no unique set of factors that can explain the difference in the disclosure activity of Italian municipalities, but this activity appears to be contingent on the level of environmental uncertainty. Originality/value The paper explores the under-investigated field of factors influencing the disclosure of performance information by public administrations. It identifies uncertainty as one of the determinants of performance information disclosure. The findings suggest that the use of theories and variables not previously used in this type of study can improve understanding of the phenomenon. The study also suggests that public officials should consider adequate enforcement mechanisms to promote performance information disclosure, especially for organizations with lower incentives to improve information processing capabilities.
      Citation: International Journal of Public Sector Management
      PubDate: 2018-06-04T02:31:27Z
      DOI: 10.1108/IJPSM-08-2017-0216
       
  • Motives of mergers and acquisitions in the European public utilities
    • Pages: 599 - 616
      Abstract: International Journal of Public Sector Management, Volume 31, Issue 5, Page 599-616, July 2018.
      Purpose The purpose of this paper is to investigate the motivation and post-merger operating performance (OP) of European utility sectors following mergers and acquisitions (M&A). Design/methodology/approach Motives behind M&A are examined by looking into the relationships between total gains, target gains and acquirer gains. Post-merger OP is measured by comparing the sample of European utilities with a matched portfolio based on size and market to book ratio with respect to five accounting indicators: growth in turnover, growth in earnings before interest and tax, return on assets, net profit margin and growth in fixed assets. Findings Synergy is the primary motive for M&A in the European utility firms. This study also found that post-merger OP is negative and significant across all the five accounting indicators matched by size, and market to book ratio suggesting that utility mergers underperform in the long term. The findings suggest that gains accruing to utilities involved in acquisitions are short term in nature. Practical implications Negative post-merger OP bears important policy implications as in future antitrust/competition authorities should be more vigilant before approving utility mergers. Originality/value Public utilities possess several characteristics that are different from industrial firms and therefore need to be examined separately. Empirical literature on M&A is very limited on utilities. This study has addressed this gap by examining the motivation and post-merger OP of the European utility firms.
      Citation: International Journal of Public Sector Management
      PubDate: 2018-06-04T02:32:47Z
      DOI: 10.1108/IJPSM-01-2017-0024
       
  • Mayors’ leadership roles in direct participation processes – the case
           of community-owned wind farms
    • Pages: 617 - 637
      Abstract: International Journal of Public Sector Management, Volume 31, Issue 5, Page 617-637, July 2018.
      Purpose The design of participation processes influences their effectiveness. In light of processes which include both mandated and non-mandated direct participation and take place in collaboration with other actors, adequate leadership roles are an indispensable but challenging process element. The purpose of this paper is to analyze how mayors exercise leadership roles in such processes and how this relates to effective participation processes. Design/methodology/approach Applying a qualitative comparative case study design (n=7), this study investigates mayors’ leadership roles relative to other actors’ roles in the process of establishing a community-owned wind farm. Data collection relied on 21 semi-structured interviews, triangulated with documentary analyses and nine field-level expert interviews. Findings Findings reveal mayors’ exclusive roles of guarantor, formal convener, facilitator, and sponsor based on authority. Mayors’ various shared roles relate primarily to non-mandated participation. Mayors face tensions in their role exercise due to citizens’ expectations and their personal involvement. They experience a positive impact of shared leadership on the effectiveness of the participation process. Practical implications Mayors need to exercise specific leadership roles relative to other actors to effectively manage participation processes. Adequate role exercise relates to sensitization and mobilization for the issue, weakened opposition, and project adjustment to citizen demands. A strategic approach to process design can support mayors in their leadership efforts. Originality/value This paper adds to the knowledge on mayors’ leadership roles in participation processes and concretizes tensions and effectiveness of collaborative leadership. The paper reflects on the inference of findings for administrators as compared to mayors.
      Citation: International Journal of Public Sector Management
      PubDate: 2018-06-04T02:36:27Z
      DOI: 10.1108/IJPSM-07-2017-0182
       
  • From theoretical concept to organizational tool for public sector
           improvement
    • Pages: 638 - 652
      Abstract: International Journal of Public Sector Management, Volume 31, Issue 5, Page 638-652, July 2018.
      Purpose The purpose of this paper is to examine, first, how social capital was crafted and transformed from a theoretical concept to an organizational tool for public sector improvement that was adopted by a Danish region and implemented in all regional hospitals. Second, the paper examines the application of social capital in one of these hospitals and, further, in a department of the hospital with the purpose of showing how it was applied by the managerial levels and responded to by the nurses of the department. Design/methodology/approach A Bourdieusian ethnographic approach was used for understanding the local and subjective understandings of social capital as well as the wider context in which the new tool was crafted. Findings Social capital as a tool for organizational improvement was constructed in a gray zone between science and consultancy. The paper demonstrates that the application of social capital in practice is connected with paradoxes because the concept is inherently ambiguous and Janus-faced in that its official representation is “soft” and voluntary with a working environment focus yet, it envelopes concealed steering intentions. These contrary working features of the concept produce a pressure on the department management and the nurses. Originality/value The explanatory critical framework combined with the ethnographic approach is a useful approach for theorizing and understanding social capital as an example of the emergence and consequences of new managerial tools in public organizations.
      Citation: International Journal of Public Sector Management
      PubDate: 2018-06-04T02:38:07Z
      DOI: 10.1108/IJPSM-05-2017-0147
       
  • The unintended consequences of a pay-for-performance rule change
    • Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose The purpose of this paper is to estimate the impact of a pay-for-performance (PFP) rule change on US Department of Defense (DoD) employees’ job satisfaction by looking at changes in the DoD’s National Security Personnel System. Design/methodology/approach The data for the analysis are derived from the 2002, 2004, 2006 and 2008 Federal Human Capital Survey. A difference-in-differences (DID) quasi-experimental methodology was used to examine the effect of a PFP rule change on DoD employee job satisfaction. The Department of Air Force and Navy are analyzed as a proxy for the DoD. This study also undertakes a subgroup analysis strategy to understand the effect of PFP systems on specific subgroups (classified by gender, race and supervisory status). Findings This study’s results indicate that the overall effect of the introduction of a new PFP rule at DoD is a decrease of approximately 7.9 percentage points in employee job satisfaction, which is a substantial negative effect. In addition, this paper further finds that DoD’s PFP system has widened the gender gap in job satisfaction at DoD. Originality/value This study contributes to both the theoretical and the empirical understanding of PFP systems and public employee work morale and attitudes.
      Citation: International Journal of Public Sector Management
      PubDate: 2018-06-13T08:56:43Z
      DOI: 10.1108/IJPSM-09-2016-0147
       
  • Assessing performance-use preferences through an institutional logics lens
    • Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose The purpose of this paper is to examine the influence of shared cognitive frames, in particular, that of institutional logics, on the deployment and use of performance measurement systems (PMSs) in the public sector. Design/methodology/approach Using novel priming techniques derived from behavioral and social psychology, three institutional logics – the public, market-managerial and professional logics – are differentially surfaced in three independent experimental groups. The influence of these primed institutional logics on performance measurement use preferences are then empirically assessed using appropriate analysis of variance techniques. Findings Contrary to theoretical predictions, the paper reveals logic congruence regarding some uses of PMSs in the public sector, and divergence regarding others. Individuals applying a public logic were more likely to propose performance measurement use for strategic planning or strategic alignment; while those applying a professional logic were more likely to propose performance measurement use for learning, compared to otherwise primed individuals. Research limitations/implications Considering the sample size and the novelty of the priming tools, it is feasible that other potentially significant effects may have been missed. Originality/value The paper addresses a gap in literature regarding the influence of shared cognitive frames on performance measurement use in public sector organizations. The paper further presents priming techniques embedded within an experimental design as an appropriate method for the micro-level study of attitudes, preferences and judgments in the public sector.
      Citation: International Journal of Public Sector Management
      PubDate: 2018-06-06T07:43:19Z
      DOI: 10.1108/IJPSM-12-2017-0344
       
  • What is the stock of the situation' A bibliometric analysis on social
           and environmental accounting research in public sector
    • Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose The purpose of this paper is to provide a picture of the state of the art in social and environmental accounting research applied to the public sector, highlighting different streams and the main gaps in current literature and providing input for future research. Design/methodology/approach A bibliometric method was used to analyse the characteristics, citation patterns and content of 38 papers published in international academic journals. Findings The findings show that the research on social and environmental reporting in the public sector is still at an early stage. Current investigations, although slowly on the increase, are still very few and localised. Most papers are about the reasons why public organisations report, what and how they report, but there are so many aspects that need to be investigated more in-depth or require extra validation in order to open new directions for future research, among which the relationship with and the differences between other non-financial type of reporting, namely ICR and IR. Research limitations/implications The study shows some limitations, mainly related to the adoption of the bibliometric method. Indeed, it does not take into account books and chapters but only papers published in international and academic journals. This leads to exclude a significant part of the existing literature and other relevant contributions on the field. Originality/value Social and environmental reporting practices are quickly spreading in the public sector. The field is particularly interesting, given the specific connotations of this kind of organisations. However, the literature is clearly not exhaustive and there is not a comprehensive and systematic review of the state of the art on the subject.
      Citation: International Journal of Public Sector Management
      PubDate: 2018-06-06T07:41:36Z
      DOI: 10.1108/IJPSM-05-2017-0134
       
  • Perceptions unfolded: managerial implementation in perception formation
    • Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose The literature so far has shown that perceptions of managerial interventions matter for motivation and performance. However, how these perceptions are formed and develop over time is less clear. The purpose of this paper is to fill part of this gap. Design/methodology/approach The paper uses a panel case study to investigate how perceptions of a managerial intervention are formed and developed over time among daycare workers in a Danish municipality. Findings The paper reveals the dynamic nature of preferences and the centrality of the local manager in perception formation, illustrating that it is not necessarily the implementation style (soft/hard) that is important as much as the managerial involvement in the initiative. Practical implications Whereas managers are still well advised to consider the pros and cons of a hard vs a soft implementation approach, this paper also underlines the importance of constant managerial involvement not only to ensure implementation but also to continuously impact the way managerial interventions are perceived. Originality/value The paper adds to the existing knowledge about perception formation by using a panel case study, hence illustrating the dynamic character of perception formation.
      Citation: International Journal of Public Sector Management
      PubDate: 2018-06-06T07:39:16Z
      DOI: 10.1108/IJPSM-09-2017-0237
       
  • Value conflicts in co-production: governing public values in multi-actor
           settings
    • Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose Co-production with citizens brings about the challenge to orchestrate public values which might be in conflict with each other. However, little is known about what types of value tensions occur in co-production and how actors cope with them. The purpose of this paper is to address this gap. Design/methodology/approach The paper is based on three case studies of co-production in Germany. In total, 24 semi-structured interviews with public managers, citizens, and third parties were conducted. Findings The analysis identified three major public value tensions occurring in co-production: the inclusiveness-accountability-tension, the flexibility-accountability-tension, and the productivity-diversity-tension. Furthermore, six strategies of coping with these tensions are examined. Research limitations/implications As the paper is based on case studies, further research is required to explore possible other public value tensions emerging from different manifestations of co-production. Originality/value This paper bridges the fields of public values and co-production. By including perceptions of all actor groups, a more comprehensive understanding of public values in co-production and how they are in conflict is provided. A novel coping strategy is revealed, which has previously not been mentioned in the literature.
      Citation: International Journal of Public Sector Management
      PubDate: 2018-06-06T07:37:16Z
      DOI: 10.1108/IJPSM-08-2017-0222
       
  • Balancing financial autonomy and control in agencification
    • Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose The purpose of this paper is to explore the practices of financial autonomy and control the emerging issue of agencification in the higher education sector. Design/methodology/approach The practices are investigated using case studies from seven semi-autonomous state universities in Indonesia. The data were collected through semi-structured interviews with 17 respondents including university officials, policymakers, and experts. The interview results were analysed using an inductive-deductive approach. Findings This research highlights an unstable balance between financial autonomy and control practices in the universities. Autonomy supports agencification mainly by simplifying financial procedures and control is seen by university managers to be overemphasised compared to in the other state universities. Despite successes in introducing a business-like atmosphere within bureaucratic universities, questions about balancing financial autonomy and control remain. Research limitations/implications The small number of cases implies limited generalisability. The two characteristics used, size and parent ministries do not represent all university variabilities. Practical implications Agencification has become a key reform practice for state universities. Rather than using a “one size fits all” approach, the government needs a repertoire of models for these institutions. Originality/value This study provides empirical evidence of agencification in the higher education sector with an emphasis on the financial dimension of autonomy and control in a developing country setting.
      Citation: International Journal of Public Sector Management
      PubDate: 2018-06-04T12:47:55Z
      DOI: 10.1108/IJPSM-10-2017-0272
       
  • Matching survey responses with anonymity in environments with privacy
           concerns
    • Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose In many cases, public management researchers’ focus lies in phenomena, embedded in a hierarchical context. Conducting surveys and analyzing subsequent data require a way to identify which responses belong to the same entity. This might be, for example, members of the same team or data from different organizational levels. It can be very difficult to collect such data in environments marked by high concerns for anonymity and data privacy. The purpose of this paper is to suggest a procedure for matching survey data without compromising respondents’ anonymity. Design/methodology/approach The paper explains the need for data collection procedures, which preserve anonymity and lays out a process for conducting survey research that allows for responses to be clustered, while preserving participants’ anonymity. Findings Survey research, preserving participants’ anonymity while allowing for responses to be clustered in teams, is possible if researchers cooperate with a custodian, trusted by the participants. The custodian assigns random identifiers to survey entities but does not get access to the data. This way neither the researchers nor custodians are able to identify respondents. This process is described in detail and illustrated with a factious research project. Originality/value Many public management research questions require responses to be clustered in dyads, teams, departments, or organizations. The described procedure makes such research possible in environments with privacy concerns; this is the case with many public administrations.
      Citation: International Journal of Public Sector Management
      PubDate: 2018-06-04T02:49:28Z
      DOI: 10.1108/IJPSM-12-2017-0330
       
  • Financial disclosure practices among Malaysian local authorities: a case
           study
    • Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose The purpose of this paper is to understand and explain the financial disclosure processes among Malaysian local authorities (MLAs). Design/methodology/approach Employing semi-structured interviews, data were collected from 26 members in five case study organisations, and interpreted using Gibbins et al. (1990, 1992) framework of financial disclosure. Findings The study finds that financial disclosure is influenced by a hierarchical structure consisting of accountants, the Financial Accounts Committee, the mayor and other managers. The decision to disclose or not disclose was influenced by how sensitive the issue was. External auditors and mediators influenced both the identification of issues, disclosure position and disclosure output. Though there are many laws governing financial accounting, MLAs opportunistically chose to apply the Federal Treasury Circular largely because the external auditors used it. Research limitations/implications This study contributes to the literature by illuminating who makes disclosure decisions, what influences these decisions and how. The study reveals hitherto un-researched contextual factors that affect disclosure, namely, religion and external auditors and the opportunistic choice of which laws and regulations to apply in financial disclosure. Future studies might want to apply this approach in other contexts to see what we can learn from them. Originality/value Using case studies in the study of financial disclosure provided valuable insights into the complex and multi-dimensional phenomenon of financial information disclosure. The application of Gibbins et al. (1990, 1992) framework in the public sector and in Malaysia is novel.
      Citation: International Journal of Public Sector Management
      PubDate: 2018-06-04T02:48:30Z
      DOI: 10.1108/IJPSM-05-2017-0138
       
  • Is auditing the new evaluation' Can it be' Should it be'
    • Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose The purpose of this paper is to study the changing relationship between auditing and evaluation. Over the past several years, supreme auditing institutions (SAIs) in a number of advanced democracies have evolved from conventional auditing institutions to becoming increasingly concerned with assisting policy change and administrative reform in the public sector; tasks that are traditionally associated with evaluation. The paper discusses the potential consequences of this development for the SAIs themselves as well as for the audited and reforming institutions and for policy-making. Design/methodology/approach The paper uses qualitative method and draws on the extensive literature on auditing and evaluation. The analysis has also benefitted from the authors’ recent comparative research on SAIs. Findings The findings, summarized in six points, are that the growth of auditing in areas previously assigned to evaluators, has led to a shortened time perspective; stronger emphasis on the administration of policies; increased focus on efficiency of the audited entity; greater independence from the evaluated organizations; a shift in receiver of information toward the legislature and/or the public; and improved communication. Practical implications Evaluation as a professional and scholarly field has developed theories and advanced methods to assess the effectiveness of public programs. The growth of auditing may thus change the focus and quality of policy evaluation. Originality/value The paper speaks to both scholars and practitioners. To the best of the knowledge a similar analysis has not been done before.
      Citation: International Journal of Public Sector Management
      PubDate: 2018-06-04T02:46:55Z
      DOI: 10.1108/IJPSM-08-2017-0219
       
  • Lost in the transition from cash to accrual accounting
    • Abstract: International Journal of Public Sector Management, Ahead of Print.
      Purpose The purpose of this paper is to examine the change from cash accounting to accrual accounting, identifying and assessing the institutional and organisational barriers that may affect this process. A specific focus on knowledge gaps is provided. Design/methodology/approach The study employs a mixed method design, combining action research activities, a survey, and in-depth qualitative interviews in the setting of Italian public universities. Findings The findings highlight a low degree of compliance with the accrual accounting system and budgeting system, which is the result of the lack of an accrual accounting culture in the Italian public sector. Originality/value The analysis confirms some barriers to the transition highlighted by previous literature and also adds further explanations of such limitations in terms of the lack of skills and accounting knowledge of the universities’ administrative staff possesses.
      Citation: International Journal of Public Sector Management
      PubDate: 2018-06-04T02:46:48Z
      DOI: 10.1108/IJPSM-07-2017-0184
       
 
 
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