Administration 2030: A Transformative Vision

16/03/2020 |   Editorial office

Presentation of the report in the framework of the Esade-PwC Observatory for the Transformation of the Public Sector.

Creating Business Models for Smart Cities

16/03/2020 |   Editorial office

Four Public Leadership Strategies

16/03/2020 |   Paul ‘t Hart & Lars Tummers

Network Tasks and Accountability

16/03/2020 |   Editorial office


How Public Service Socializes Private Managers: The Importance of Organizational Tenure in Shaping Organizational Commitment

16/03/2020 |   Rhys Andrews, Jesper Rosenberg Hansen & Katy Huxley

Governments across the world encourage managers from the private sector to bring their expertise into the public sector. However, little is known about whether these individuals are as committed to the organizations that they lead and manage as the public sector stalwarts who they work alongside. Public managers’ commitment is likely to have major societal implications as they are tasked with implementing policies intended to improve citizens’ quality of life, so it is important to understand whether people coming from outside the public sector are as driven to do their best as their colleagues already inside the bureaucracy.

The Strategy Process as a Result of Learning, Questioning and Performing in a City

16/03/2020 |   Sara Brorström

As a researcher I have followed the strategic work in the city of Gothenburg for almost ten years. Gothenburg is the second city of Sweden, with about 570,000 inhabitants, and is located on the west coast. In 2010 the city council decided that the city needed a vision and strategies for the inner part of the city, on both sides of the river Göta Älv which runs through the city. There were several reasons for this; one was that there was a new political leadership in the city that wanted to mark a change, another reason was that the city in the harbor area owned a considerable amount of land that could be used more efficiently, and a third reason was that the need was felt for the city organization to be better at working over organizational boundaries, something that would make sure city departments would collaborate better in the future and then be able to make well-considered decisions. In presentations of my research within the city organization I often stress that the work of drafting visions and strategies had several aims, so it is difficult to determine in hindsight how well the city has performed. 

Leading Through Public Health in 2020 and Beyond: Three Ways for Public Health Leaders to Step to the Fore

16/03/2020 |   Eric J. McNulty, Leonard J. Marcus, Joseph M. Henderson & Barry C. Dorn

Public health emergencies are often delineated by traditional health parameters: an infectious disease outbreak or a toxin in the water supply, for example. However, the consequences of a much broader range of disasters call for the elevation of public health concerns from a secondary to a primary concern. The toxic soup after a flood in a populated area mixes household chemicals, human and animal waste, medications, and other potentially hazardous substances. Massive wildfires dramatically increase the particulate matter in the air, often with traces of those same dangerous materials. The 2019 fire at Notre Dame in Paris, France, was reported to involve 460 tons of lead, some of which was dispersed as dust. Communities are traumatized after shootings, bombings, and other incidents of mass violence.

Public Managers in the Face of Big Data: Panic or Panacea?

16/03/2020 |   Tobias Mettler, Ali A. Guenduez & Kuno Schedler

There is no doubt that we have arrived in the era of big data, or as Peter Sondergaard from Gartner would say: “Information is the oil of the 21st century, and analytics is the combustion engine.” By nature, governments are a particularly mighty ‘oil producer’, given that they are often among the largest creators and gatherers of data in many countries. But what about their combustion engine? Do they actively harness and analyze the collected data to improve their governance and operations?.

China’s Government Reforms over the Past Forty Years: Combining New Public Management and Post-NPM

16/03/2020 |   Tian Xiaolong & Tom Christensen

During the last 40 years, from the start of the so-called Reform and Opening Up until now, China has been transformed from a closed centrally planned economy to an open internationalized market economy. There has been a lot of focus on China’s economic growth over time, but not so much on its government reforms in this period and how they have been influenced by international reform waves.

Are Ethical Decisions Affected by Sector? An Exploratory Decision-making Experiment

16/03/2020 |   You Yeong Oh, Robert K. Christensen & Eva M. Witesman

Imagine two employees facing a similar ethical dilemma. Employee A works for a private, for-profit company and Employee B works for the government. Will they approach the same dilemma differently based on their work sector? One conclusion might be that sector is immaterial; people make decisions not on the basis of where they work but on the basis of the content of the dilemma itself. A second conclusion might be that sector is a material consideration. Because of the public interest and public trust inherent in public sector work, public service workers may sense a more complicated set of values in conflict (Clerkin, Christensen and Woo, 2017) governing their ethical calculus. Prior researchers have shown, for example, that employees with high public service motivation behave more ethically (Wright, Hassan and Park, 2016; Christensen and Wright, 2018). 


Presentation of the Case Study “The Closure of the Model Prison: Promotion and Success of a Prison Reorganization”

16/03/2020 |   Editorial office

The case study analyzes the definitive closure of the Model Prison and the effect it has had on the reorganization of the Catalan prison system as a whole. The case exemplifies several key aspects for handling complex projects in the public sector, such as strategic management, communication and stakeholder negotiation.

Presentation of the Study “Governance of Public Procurement in Public-Private Partnerships”

16/03/2020 |   Editorial office

The study analyzes, in the framework of the new Law 9/2017 on Public Sector Procurement and from a management perspective, issues related to the governance of public-private partnerships in Spain. It affords knowledge on the diagnosis and the challenges posed by strategic management of public procurement, with the aim of improving the quality of public policies through public-private partnership.

Presentation of Policy Brief #1: “Two Education Agreements for the Legislature: A Cross-cutting Proposal”

16/03/2020 |   Editorial office

Opening event of #EsadeEcPol: Center for Economic Policy & Political Economy.

Closing Ceremony of the Master in Healthcare Organization Management (EMDOS)

16/03/2020 |   Editorial office

With a lecture by Ivan Planas, Director of Economic Resources at CatSalut.

Culture 4.0. The digital transformation of culture management

16/03/2020 |   Editorial office

The management of culture is a major area of public-sector management. The entities that foster culture have embraced innovation with a view to creating an effective and attractive range of culture that appeals to the general public and ensures a sustainable service. In this respect, digitisation is increasingly becoming a lever for change.

“EU policy and business: The case of the EU trade and investment protection revamp”

16/03/2020 |   Editorial office

Session by Ángel Saz, Professor at EsadeGov and Director of EsadeGeo.


Innovation under Populism

16/03/2020 |   Sandford Borins

Populism has become a topic of great academic interest, particularly after the Brexit referendum and election of Donald Trump in 2016 (Levitsky and Ziblatt, 2018; Norris and Inglehart, 2019). As a long-time student of public sector innovation (Borins, 1998; Borins, 2014), I have become interested in the impact populism is having on it. I have therefore set a watching brief (Borins, 2018), focusing for reasons of proximity on the Trump Administration and later on the Ford Government, elected in my home province of Ontario in June 2018. A broader focus would undoubtedly include populist governments in Hungary (Prime Minister Orban), Turkey (President Erdogan), Brazil (President Bolsonaro), and the Philippines (President Duterte).

Public Administration Research in Mainland China: An Update

16/03/2020 |   Min-Hyu Kim, Huafang Li, Marc Holzer & Menghong Zhang

For the first three decades of the People’s Republic of China (1949-1979), China was regarded as a very closed society (Zhang, 2006). The term “closed society” suggests that during this time period China did not often enter into dialogue with the outside world in terms of political, economic, cultural and social issues, etc. Nevertheless, China was heavily influenced by the former Soviet Union in terms of its governance, and adopted the command economy in particular. Over the most recent four decades (1979-2019) enormous changes have occurred in China not only in terms of its rapid and miraculous economic growth, but also for its significant progress in governance, in which public administration has played an indispensable role. Therefore, it is intriguing to understand the history and current status of public administration research in China, as well as implications for scholars and practitioners.


State Strategies and Strategic Public Management

16/03/2020 |   Editorial office

Panel at the International Research Society for Public Management 2020 Conference, chaired by Tamyko Ysa and Carsten Greve.

Recent Advanced Research Seminars on Public Management

16/03/2020 |   Editorial office

By Jesper Rosenberg Hansen, Averill Campion & Héloïse Berkowitz.

Six triggers to motivate employees in the public sector

16/03/2020 |   Editorial office

By Marc Esteve.

Progress and Protection: The Agenda for Good Governance in Disruptive Times

16/03/2020 |   Editorial office

By Francisco Longo, Director of EsadeGov.


Two Possible Futures for Public Administration

15/12/2008 |   B. Guy Peters

Although there have been significant transformations of public administration over the past few decades, there is no reason to think that there will be any less change in the foreseeable future. The public sector in the first decade of the 21st Century is far-removed from that traditionally associated with government. Under the old approach, the public sector was staffed by large, hierarchical organizations staffed largely by career civil servants and managed through seniority-based pay and grading (see Walsh and Stewart, 1992). The general pattern of change over the past few decades has been to decentralize the public sector, moving service provision out of ministries and using QUANGOs, agencies, and various arrangements with private sector actors instead (see Peters, 2001; Pollitt and Talbot, 2004). Even when government ought to deliver services itself, it often uses the “softer” instruments associated with the “New Governance” (Salamon, 2001).


Links to other interesting international bulletins

08/04/2019 |   Editorial Office


Welcome to PUBLIC !

01/12/2018 |   Koldo Echebarría

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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