Lessons from the Private Sector

2014 ◽  
pp. 173-198
Author(s):  
Jamie O’Brien
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Knowledge Base ◽  
Diagnostic Tool ◽  
Knowledge Assessment ◽  
Assessment Framework ◽  
The Public ◽  
Public Sector Organizations ◽  
Use Of Knowledge ◽  
Exploratory Case Studies

The primary aim of this chapter is to operationalize a Knowledge Assessment Framework (KAF) using two exploratory case studies. The development of a KAF is important for the public sector for three reasons. Firstly, the use of knowledge assessment allows firms to pinpoint knowledge gaps. Secondly, it allows firms to manage knowledge more effectively. Thirdly, it gives public sector organizations a diagnostic tool with which to gauge their knowledge base. The effective management of knowledge can be considered a competency that enables a greater level of service to be extracted from other resources within the organization.

Lessons from the Private Sector

2016 ◽  
pp. 476-500
Author(s):  
Jamie O'Brien
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Knowledge Base ◽  
Diagnostic Tool ◽  
Knowledge Assessment ◽  
Assessment Framework ◽  
The Public ◽  
Public Sector Organizations ◽  
Use Of Knowledge ◽  
Exploratory Case Studies

The primary aim of this chapter is to operationalize a Knowledge Assessment Framework (KAF) using two exploratory case studies. The development of a KAF is important for the public sector for three reasons. Firstly, the use of knowledge assessment allows firms to pinpoint knowledge gaps. Secondly, it allows firms to manage knowledge more effectively. Thirdly, it gives public sector organizations a diagnostic tool with which to gauge their knowledge base. The effective management of knowledge can be considered a competency that enables a greater level of service to be extracted from other resources within the organization.

Lessons From the Private Sector

2019 ◽  
pp. 112-142
Author(s):  
Jamie O'Brien
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Knowledge Base ◽  
Diagnostic Tool ◽  
Knowledge Assessment ◽  
Assessment Framework ◽  
The Public ◽  
Public Sector Organizations ◽  
Use Of Knowledge ◽  
Exploratory Case Studies

The primary aim of this chapter is to operationalize a knowledge assessment framework (KAF) using two exploratory case studies. The development of a KAF is important for the public sector for three reasons. First, the use of knowledge assessment allows firms to pinpoint knowledge gaps. Second, it allows firms to manage knowledge more effectively. Third, it gives public sector organizations a diagnostic tool with which to gauge their knowledge base. The effective management of knowledge can be considered a competency that enables a greater level of service to be extracted from other resources within the organization.

Leveraging business intelligence systems to enhance management control and business process performance in the public sector

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohamed Z. Elbashir ◽  
Steve G. Sutton ◽  
Vicky Arnold ◽  
Philip A. Collier
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Performance Measurement ◽  
Knowledge Creation ◽  
New Technologies ◽  
Top Management ◽  
Process Performance ◽  
Content Type ◽  
The Public ◽  
Public Sector Organizations

Purpose Recent research and policy reports indicate public sector organizations struggle to leverage information technology-based performance measurement systems and fail to effectively evaluate performance beyond financial metrics. This study aims to focus on organizational factors that influence the assimilation of business intelligence (BI) systems into integrated management control systems and the corollary impact on improving business process performance within public sector organizations. Design/methodology/approach The complete Australian client list was acquired from a leading BI vendor; and the authors surveyed all public sector organizations, receiving 226 individual responses representing 160 public sector organizations in Australia. Using latent construct measurement, structural equation modeling (SEM)-partial least squares is used to test the theoretical model. Findings When top management promotes knowledge creation among the organization’s operational level employees and support their activities with strong BI infrastructure, the same knowledge and infrastructure capabilities that are critical to assimilation in private sector hold in the public sector. However, public sector organizations generally have difficulty retaining staff with expertise in new technologies and attracting new innovative staff that can leverage smart systems to effect major change in performance measurement. When top management effectively manages knowledge importation from external entities to counteract deficiencies, public sector organizations effectively assimilate BI knowledge into performance measurement yielding strong process performance. Research limitations/implications When top management promotes knowledge creation among the organization’s operational level employees and support their activities with strong BI infrastructure, the same knowledge and infrastructure capabilities critical to assimilation in the private sector hold in the public sector. However, public sector organizations generally have difficulty retaining staff with expertise in new technologies and attracting new innovative staff that can leverage smart systems to effect major change in performance measurement. The research extends the theory behind organizational absorptive capacity by highlighting how knowledge importation can be used as an external source facilitating internal knowledge creation. This collaborative knowledge creation leads to affective assimilation of BI technologies and associated performance gains. Practical implications The results provide guidance to public sector organizations that struggle to measure and validate service outcomes under New Public Management regulations and mandates. Originality/value The results reveal that consistent with the philosophies behind New Public Management strategies, private sector measures for increasing organizational absorptive capacity can be applied in the public sector. However, knowledge importation appears to be a major catalyst in the public sector where the resources to retain skilled professionals with an ability to leverage contemporary technologies into service performance are often very limited. Top management team knowledge and skills are critical to effectively leveraging these internal and external knowledge creation mechanisms.

scholarly journals Prosocial Motivation of Private Sector IT Professionals Joining Government

2019 ◽  
pp. 0734371X1988605
Author(s):  
Ines Mergel ◽  
Nicola Bellé ◽  
Greta Nasi
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Work Motivation ◽  
Self Determination Theory ◽  
It Professionals ◽  
The Public ◽  
Government Organizations ◽  
Prosocial Motivation ◽  
Public Sector Organizations ◽  
Comprehensive Framework

Attracting highly skilled IT talent has become a priority and an immense burden for government organizations—especially when they have other—higher paying—employment opportunities. We set out to explore why IT professionals choose a government job to make an impact on society. We aim at disentangling the effects of different types of motives, such as extrinsic, intrinsic, and other-oriented motivational forces on the decision to accept a challenging government IT job. We use self-determination theory (SDT) to analyze publicly available statements of former private sector IT professionals reporting their reason for joining 18F. Our study is one of the first attempts to use SDT as a comprehensive framework for conducting qualitative research into work motivation in the public sector. We shed light on the conceptual and empirical distinctiveness of motives, behaviors, and perceptions of prosocial impact, which are often lumped together in the public service motivation (PSM) literature. We contribute novel empirical evidence to a nascent stream of research that uses SDT to disentangle the intrinsic, prosocial, and purely extrinsic motives that drive individuals’ decisions to join public-sector organizations.

Government E-Procurement through the Internet

2011 ◽  
pp. 901-905 ◽  
Author(s):  
C. G. Reddick
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
The Internet ◽  
Value For Money ◽  
Radical Process ◽  
The Public ◽  
Electronic Procurement ◽  
Public Sector Organizations ◽  
Conflicting Goals ◽  
Transparency And Accountability

Electronic procurement (e-procurement) is one business-to-government e-commerce venture that can benefit from the Internet. Government e-procurement is different from private sector e-procurement because of concepts such as value for money, transparency and accountability, which may be considered the main benefits for the public sector. Public sector organizations have to meet multiple, often conflicting goals, and they are subject to constraints of a financial, legal, contractual, personnel and institutional nature. In addition, radical process changes from e-procurement can only be achieved with deep changes in bureaucratic practices. These changes cannot normally be achieved without either changes in the law or privatization (Panayiotou, Gayialis, & Tatsiopoulos, 2004).

scholarly journals Service outsourcing decisions – a process framework

2020 ◽  
Vol 13 (2) ◽  
pp. 171-194
Author(s):  
Suvituulia Taponen ◽  
Katri Kauppi
Keyword(s):  
Decision Making ◽  
Public Sector ◽  
Cost Analysis ◽  
Private Sector ◽  
Market Analysis ◽  
Decision Making Process ◽  
Service Outsourcing ◽  
Content Type ◽  
The Public ◽  
Public Sector Organizations

Purpose The purpose of this paper is to compare service outsourcing decisions between public and private organizations and against a theoretical decision-making framework to both understand differences across the sectors and to provide an outsourcing framework more suitable specifically for outsourcing (and for the public sector). Design/methodology/approach Multiple case studies, i.e. a study of phenomena (here outsourcing process) at various sites is used as an approach. Findings Findings indicate that public sector organizations are trailing behind private sector organizations in how the decision-making process is conducted and resourced. The authors suggest regular evaluation of service functions internally as a starting point for the outsourcing service decision-making process. Additionally, the market analysis should be done prior to cost analysis and benchmarking as the availability of suppliers more qualified than the internal process defines the make or buy decision. Research limitations/implications The newly developed framework based on empirical evidence includes the following phases: regular evaluation of service functions, market analysis, cost analysis and benchmarking and evaluating relevant service activities. Applying the framework improves the efficient delivery of outsourced public services and brings public sector outsourcing closer to the professionalism currently present in the private sector. Originality/value Choosing between in-house and outsourced service delivery is a fundamental decision in both private and public sector organizations. Previous outsourcing research has mostly focused on the private sector, with limited focus on the public sector’s outsourcing processes, yet understanding of the service outsourcing process is important in ensuring organizational competitiveness and cost efficiency.

HRD Practices and Philosophy of Management in Indian Organizations

2005 ◽  
Vol 30 (2) ◽  
pp. 71-80 ◽  
Author(s):  
Anil Kumar Singh
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Competitive Environment ◽  
Top Management ◽  
The Public ◽  
Hr Practices ◽  
Public Sector Organizations ◽  
Private Sector Organizations ◽  
The Impact ◽  
Theory Y

The managerial philosophy of a company is generally based upon the top management's assumptions about people working in the organization. It reflects the attitude of the top management towards the human resources of an organization. Managerial philosophies of companies are embedded in the society. McGregor (1960) has labelled these managerial philosophies as ‘Theory X and Theory Y.’ This paper is an attempt to identify the relationship between human resource (HR) practices and the philosophy of management of the Indian business organizations. For this, the different variables of HR practices were studied and the management's philosophy was identified by measuring beliefs of top management about employees in the organizations. The sample for the study consisted of 95 respondents from two private sector organizations and 119 respondents from two public sector organizations. The findings of the study indicate that the variables of HR practices (planning, recruitment, and selection) were highly but negatively related to the philosophy of management in the private sector organizations. This meant that the Indian organizations were practising traditional philosophy of management in such organizations. The prevalence of traditional managerial philosophy focusing on managerial control has always dominated the managerial community in the sense that it is more prevalent and is more ‘tightly’ linked to managerial practice. As new managerial ideologies evolved, the older ones “never disappeared; instead, images and practices central to each were gradually institutionalized” (Barley and Kunda, 1992). The philosophy of management showed a blurred picture in the public sector organizations. Though the top management's views and balance sheet emphasized the belief of the organization towards Theory Y, the analysed responses proved that management philosophy was not clear to managers working in these organizations. In fact, the Indian public sector organizations started as welfare organizations. However, the impact of market economy has led to a competitive environment. Though the public sector organizations have started realizing the impact of competition, it is difficult for them to understand when they lost their focus on the managerial philosophy. The following key issues emerged from the study: Organizations will have to design managerial philosophy which is sensitive to human existence. The managerial philosophy in the organization has an impact on the organizations of the future. HR concepts that get packaged along with modern managerial philosophy are likely to revolutionize the workplace. The bottom line is that people want to be cared for and respected. On their part, organizations want commitment and integrity. A successful combination of committed people and a benevolent organization could well be the way for organizations in this competitive environment in India.

Strategy execution in public sectors: empirical evidence from Belgium

2019 ◽  
Vol 41 (6) ◽  
pp. 39-47 ◽  
Author(s):  
Sasidhar Reddy Bhimavarapu ◽  
Seong-Young Kim ◽  
Jie Xiong
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Conceptual Model ◽  
Research Design ◽  
Case Study Research ◽  
Strategy Execution ◽  
Content Type ◽  
The Public ◽  
Public Sector Organizations ◽  
Private Sector Organizations

Purpose Many public sector organizations have shown a consistent lack of capability to execute their strategic plans compared with private sector organizations. This failure explains why most public sector organizations are grappling with the dynamics of the twenty-first century in service delivery. Further, the strategy execution gap is vast in the public sector organizations than in the private sector organizations. The purpose of this paper is built based on the curiosity to develop a conceptual model that can close the strategy execution gap in public sector organizations. Design/methodology/approach The research adopted a qualitative research design, particularly, a case study research design approach as an ideal tool to conduct a holistic and in-depth survey of the trends in strategy execution in the public sector. Findings From the findings of the study, it has been found that five out of the nine strategy execution components that were investigated showed higher scores. These strategy execution components perceived to be vital by this study and were integrated into the MERIL-DE model, which will significantly contribute to closing the strategy execution gap in the public sector. Originality/value This research was built based on the curiosity to develop a conceptual model, the MERIL-DE model that can close the strategy execution gap in public sector organizations.

scholarly journals Behavioral Workplace Competencies: Analyzing a Competency Model for Private Companies

TEM Journal ◽  
2021 ◽  
pp. 777-788
Author(s):  
Fernando Fierro ◽  
Juan M. Andrade ◽  
Elías Ramírez
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Quantitative Study ◽  
Private Companies ◽  
The Public ◽  
Workplace Competencies ◽  
Public Sector Organizations ◽  
Private And Public ◽  
The Relationship ◽  
Descriptive Method

This article analyzes the model of behavioral workplace competencies in the private sector to discern the suitability of a model proposed in the private sector and its applicability in the public sector, as well as the competencies stipulated in Colombian regulations. It can be therefore characterized as a quantitative study carried out using the deductive and descriptive method. The sample used exceeded 120 Likert-type surveys in various national public sector organizations. One of the most relevant results was the distant relationship between the two models, private and public sector, meaning that the relationship between both is statistically insignificant.

scholarly journals Considerations On The Public Sector Organizations Performance: A Systems Approach

2011 ◽  
Vol 5 (4) ◽  
pp. 15
Author(s):  
Emmanuel C. Kondylis
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Systems Approach ◽  
Direct Control ◽  
The Public ◽  
Priority Areas ◽  
Public Sector Organization ◽  
Public Sector Organizations

The Public Sector is characterized by its monopolistic orientation and the inability of its owners citizens to exercise direct control over a specific Public Sector Organization (PSO). Realizing that a PSO can never be equally productive to an equivalent one in the Private Sector, one can, nevertheless, improve its productivity by: (1) increasing the Managerial Perspectiveness among the employees, (2) applying Selective Radicalism for high priority areas and, finally, (3) Privatization.

Sign in / Sign up

Export Citation Format

Share Document