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Your search keyword '"Flinders, Matthew"' showing total 7 results
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7 results on '"Flinders, Matthew"'

4. Rising to Ostrom’s challenge: an invitation to walk on the bright side of public governance and public service

Author

Douglas, Scott, Schillemans, Thomas, t Hart, Paul, Ansell, Christopher, Andersen, Lotte B, Flinders, Matthew, Head, Brian, Moynihan, Donald, Nabatchi, Tina, O'Flynn, Janine, Raadschelders, Jos, Sancino, Alessandro, Sørensen, Eva, Torfing, Jacob, Public management en publieke innovaties, UU LEG Research USG Public Matters, Public management en gedrag, and Bestuur en beleid

Subjects
Coping (psychology), Introduction, positivescholarship, Public Administration, business.industry, Organizational studies, Corporate governance, Public policy, effectiveness, positive scholarship, Public relations, Core (game theory), Scholarship, Public governance, Political science, Political Science and International Relations, Public service, Positive psychology, business, Symposium on Learning, policy success, high performance
Abstract

In this programmatic essay, we argue that public governance scholarship would benefit from developing a self-conscious and cohesive strand of “positive” scholarship, akin to social science subfields like positive psychology, positive organizational studies, and positive evaluation. We call for a program of research devoted to uncovering the factors and mechanisms that enable high performing public policies and public service delivery mechanisms; procedurally and distributively fair processes of tackling societal conflicts; and robust and resilient ways of coping with threats and risks. The core question driving positive public administration scholarship should be: Why is it that particular public policies, programs, organizations, networks, or partnerships manage do much better than others to produce widely valued societal outcomes, and how might knowledge of this be used to advance institutional learning from positives?

Published
2021

6. Understanding Felt Accountability: The institutional antecedents of the felt accountability of agency‐CEO's to central government

Author

Schillemans, Thomas, Overman, Sjors, Fawcett, Paul, Flinders, Matthew, Fredriksson, Magnus, Laegreid, Per, Maggetti, Martino, Papadopoulos, Yannis, Rubecksen, Kristin, Rykkja, Lise Hellebø, Salomonsen, Heidi Houlberg, Smullen, Amanda, Wood, Matt, Bestuur en beleid, UU LEG Research USG Public Matters, Bestuur en beleid, and UU LEG Research USG Public Matters

Subjects
Marketing, ComputingMilieux_THECOMPUTINGPROFESSION, Sociology and Political Science, Public Administration, business.industry, media_common.quotation_subject, Corporate governance, Perspective (graphical), Control (management), ComputingMilieux_LEGALASPECTSOFCOMPUTING, Public relations, Perception, Central government, Accountability, Agency (sociology), business, Autonomy, media_common
Abstract

The literature on autonomous public agencies often adopts a top‐down approach, focusing on the means with which those agencies can be steered and controlled. This article opens up the black box of the agencies and zooms in on their CEO's and their perceptions of hierarchical accountability. The article focuses on felt accountability, denoting the manager's (a) expectation to have to explain substantive decisions to a parent department perceived to be (b) legitimate and (c) to have the expertise to evaluate those decisions. We explore felt accountability of agency‐CEO's and its institutional antecedents with a survey in seven countries combining insights from public administration and psychology. Our bottom‐up perspective reveals close connections between de facto control practices rather than formal institutional characteristics and felt accountability of CEO's of agencies. We contend that felt accountability is a crucial cog aligning accountability holders' expectations and behaviors by CEO's. publishedVersion

Published
2021

7. Conflictual Accountability: Behavioral Responses to Conflictual Accountability of Agencies.

Author

Schillemans, Thomas, Overman, Sjors, Fawcett, Paul, Flinders, Matthew, Fredriksson, Magnus, Laegreid, Per, Maggetti, Martino, Papadopoulos, Yannis, Rubecksen, Kristin, Rykkja, Lise H., Salomonsen, Heidi H., Smullen, Amanda, Verhoest, Koen, and Wood, Matthew

Subjects
POLITICAL accountability, INFORMATION processing, CHIEF executive officers
Abstract

In contemporary public governance, leaders of public organizations are faced with multiple, and oftentimes conflictual, accountability claims. Drawing upon a survey of CEO's of agencies in seven countries, we explore whether and how conflictual accountability regimes relate to strategic behaviors by agency-CEO's and their political principals. The presence of conflictual accountability is experienced as a major challenge and is associated with important behavioral responses by those CEO's. This article demonstrates empirically how conflictual accountability is related to (a) controlling behaviors by principals, (b) constituency building behaviors by agencies, and (c) a general pattern of intensified contacts and information processing by both parties. [ABSTRACT FROM AUTHOR]

Published
2021
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