The case for a public sector able to spearhead recovery

17/07/2020 |   Editorial office

Covid-19 has highlighted the crucial importance of the public sector, and also its shortcomings.

What Will It Take to Make Government Data-Driven?

17/07/2020 |   Marcos Bonturi, Barbara Ubaldi & Benjamin Welby

StayConnected Webinars on Public Governance

17/07/2020 |   Editorial office

The Benefits of PSM: An Oasis or a Mirage?

17/07/2020 |   Editorial office


Automating Governance and Citizen Service Delivery

17/07/2020 |   Zeynep Engin & Philip Treleaven

COVID-19 may be the largest global social and economic disruption since at least the Great Depression but the fact that it came right into the data science “tsunami” and “digital revolution” makes a lot of difference this time. What was before observed to be a gradual and generational shift to a more connected and online lifestyle has within a matter of weeks become everyday practice for almost all age groups and across all demographic segments of our societies. Clearly a lot of credit in this development goes to the perfect storm of technologies made available in the past few decades. Coupled with the concerns around climate challenge and sustainability, it is now a clear necessity—as well as holding huge prospects—to radically rethink how we work, study, shop, socialize, trade, regulate and govern.

Urban Governance: Building an Effective Authorizing Environment for Cities that Work

17/07/2020 |   Astrid Haas & Shahrukh Wani

Karachi, a city in southern Pakistan, has a population that has grown from 5.2 million in 1981 to about 15 million in 2017.[1] It embodies vibrancy in its crowded markets and congested roads, and through its large migrant population. At the same time, the city, like many other cities in the developing world, struggles with effective service delivery, with many citizens often unable to access water, sanitation, and housing. Similarly, the pace of its infrastructure investments cannot keep up with city growth; for example, there is no integrated public transport system.

Emotionally Engaged Civil Servants: Exploring the Role of Emotional Intelligence in the Public Sector

17/07/2020 |   Zehavit Levitats, Eran Vigoda-Gadot & Dana R. Vashdi

The issue of employee engagement has received much attention in the public administration literature over recent years. Scholars have demonstrated the positive impact of civil servants’ engagement on desirable work outcomes, such as task performance (Rich, Lepine and Crawford, 2010) and job satisfaction (Saks, 2006), as well as a negative relationship with undesirable outcomes, such as turnover intentions (Schaufeli and Bakker, 2004). Such insights have led various governments to lead employee engagement initiatives, such as the administrative reform led by the US Office of Personnel Management. Moreover, scholars have begun to look for potential antecedents of employees’ engagement, in an attempt to devise tools and practices that may augment civil servants’ engagement.

The Future of Democratic Governance Lies with Interactive Political Leadership

17/07/2020 |   Eva Sørensen

Democratic politics is assuming new forms, as are the ways that politicians perform political leadership. Traditional establishment politics in Western representative democracies is struggling, not only because it has trouble responding effectively to wicked policy problems, but also because increasingly competent and assertive citizens are no longer satisfied with their role as passive spectators to elitist party politics (Dalton and Welzel, 2014). Citizens increasingly want to influence the matters affecting their daily lives more than is allowed by the occasional visit to the ballot box. This disenchantment with representative democracy is seen in declining voter turnout and party membership and growing interest in other forms of political participation (Mair, 2013).

Policy Planners Be Aware

17/07/2020 |   Kenneth F. Warren

Public Opinion Poll Data Are Very Valuable for Public Policy Planners, but Data Can Prove Counterproductive if Polling Data Are Not Representative of the Opinions Sought.

The Municipal Sector and Societal Actors in the Provision of Public and Social Services: Is the Pendulum Swinging Back?

17/07/2020 |   Hellmut Wollmann

Since the mid 2000s the institutional and actor setting of service provision has developed on trajectories that diverge between countries and sectors and are influenced by different factors. 


Àngel Castiñeira, Francisco Longo and Tamyko Ysa to Contribute to the Academic Advisory Board for the Implementation of Barcelona’s 2030 Agenda

17/07/2020 |   Editorial office

The mission of this recently created Board is to advise the municipal government in the definition and application of concrete measures to drive forward the 2030 Agenda in Barcelona.

Reflections on Post-COVID-19 Public Administration

17/07/2020 |   Editorial office

Webinar by Francisco Longo, Director of ESADEgov, organized by the CLAD.


Reopening America with a Four-Day Workweek

17/07/2020 |   William B. Eimicke

Labor rights advocate Robert Owen argued for an eight-hour workday in the early 1800’s without much success,[1] but the idea began to take hold in the United States after the Civil War. In 1869, President Grant issued a proclamation assuring government workers an eight-hour workday with no decrease in pay.[2] Reform came more slowly in the private sector—it was not until 1898 that the United Mine Workers successfully negotiated an eight-hour day and soon afterward the reform became standard practice in the printing industry.[3] Congress passed the Adamson Act in 1916, mandating an eight-hour workday for interstate railroad workers.[4]


Improving Public Services by Mining Citizen Feedback: An Application of Natural Language Processing

17/07/2020 |   Editorial office

Article by Radoslaw Kowalski, Marc Esteve & Slava Jankin Mikhaylov.

Talking the Talk, but Not Walking the Walk: A Comparison of Self‐reported and Observed Prosocial Behavior

17/07/2020 |   Editorial office

Article by Sahar Awan, Marc Esteve & Arjen van Witteloostuijn.

Understanding Location Decisions of Energy Multinational Enterprises within the European Smart Cities’ Context

17/07/2020 |   Editorial office

Article by Olga Porro, Francesc Pardo-Bosch, Núria Agell & Mónica Sánchez.

Politicization, Bureaucratic Legalism, and Innovative Attitudes in the Public Sector

17/07/2020 |   Editorial office

Article by Victor Lapuente & Kohei Suzuki.

Recent Advanced Research Seminars on Public Management

17/07/2020 |   Editorial office

By Patrick Kenis, Jorg Raab & Marc Esteve.

Progress and protection: the agenda for good governance in disruptive times

17/07/2020 |   Editorial office

Post by Francisco Longo.

Regulatory Sandboxes: Innovative Public-Private Partnerships to Advance Technology

17/07/2020 |   Editorial office

Research post by Lola Bardají & Mónica Reig.

Trade as a Harbinger of Crisis and Recovery: A Scenario Perspective

17/07/2020 |   Editorial office

Post by Enrique Rueda-Sabater & Angel Saz-Carranza.

How City Councils Can Retrofit Sustainability

17/07/2020 |   Editorial office

Research post by Francesc Pardo-Bosch, Carles Cervera & Tamyko Ysa.

Other Publications

17/07/2020 |   Editorial office

Publications in the press and other media.


Evidence-Based Public Policy: An Aspirational Vision

26/03/2007 |   Jeffrey Pfeffer

As I write this essay in the United States, we are celebrating Black History Month and in January we had a national holiday recognizing Martin Luther King, a pivotal figure in the civil rights movement. In King's famous 1963 speech in Washington, D.C., he talked about having a dream of what America could become. I also have a dream, of what public policy and public management could, and should, become. I want to briefly describe that dream, illustrate what it might be, and speak of some of the barriers we need to overcome to make that dream a reality.


Links to other interesting international bulletins

08/04/2019 |   Editorial Office


Welcome to PUBLIC !

01/12/2018 |   Koldo Echebarria

I am delighted to present the e-bulletin published by Esade's Center for Public Governance. This newsletter will create a forum for ideas, dissemination, training, and debate with regard to public management.

Welcome to the Esade Center for Public Governance (ESADEgov) !

03/09/2018 |   Mònica Reig

The Esade Center for Public Governance consists of a group of experts in government and public sector organisations. Created in 1993, the IGDP has served to consolidate the experience already accumulated by Esade since the 1980s when it began its initial endeavours in the public management field. Since then, more than 2,000 public leaders and managers have participated in the numerous activities organised, and the extensive research, books, conferences, scientific articles, case studies and other material published attest to ESADEgov members' academic activity.

People who have contributed to PUBLIC...

01/12/2019 |   Editorial Office

PUBLIC's editorial board would like to thank all those whose articles have made this publication possible.

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