Emerald | International Journal of Public Sector Management | Table of Contents http://www.emeraldinsight.com/0951-3558.htm Table of contents from the most recently published issue of International Journal of Public Sector Management Journal en-gb Tue, 08 Apr 2014 00:00:00 +0100 2013 Emerald Group Publishing Limited editorial@emeraldinsight.com support@emeraldinsight.com 60 Emerald | International Journal of Public Sector Management | Table of Contents http://www.emeraldinsight.com/common_assets/img/covers_journal/ijpsmcover.gif http://www.emeraldinsight.com/0951-3558.htm 120 157 Collaborative development of enterprise policy: a process model for developing evidence-based policy recommendations using community focused strategic conversations and SERVQUAL http://www.emeraldinsight.com/journals.htm?issn=0951-3558&volume=27&issue=3&articleid=17106967&show=abstract <strong>Abstract</strong><br /><br /><B>Purpose</B> - The purpose of this paper is to integrate an augmented version of the Thompson, Scott, & Downing (2012) model of enterprise policy, delivery, practice and research with services marketing models including SERVQUAL and strategic conversations; and demonstrate a practical application of the analysed through the application of N-Vivo qualitative data classification software to create more satisfying enterprise policy recommendations that better reflect the voices of SMEs and other stakeholders. <B>Design/methodology/approach</B> - A five stage iterative process model to integrate stakeholder input into enterprise policy recommendations is developed through integrating services marketing theory and the Thompson, Scott, & Downing (2012) model into a field study of community conversations hosted by the Tasmanian Department of Economic Development, Tourism and the Arts, Regional Development Australia’s Tasmanian committee, and local governments. <B>Findings</B> - The five stage iterative model leverages strategic conversations, analysis (through N-Vivo), comments and revisions, recommendation co-creation, and policy assessment using SERQUAL to craft more satisfying policy recommendations<B>Research limitations/implications</B> - The first limitation was the time and costs associated with conducting the community consultation workshops and analyzing the data; the costs associated with analysis were exacerbated in this instance by the exploratory nature of the analysis. The second limitation was the inability to craft policy quickly in response to a changing environment due to the time taken to collect and transcribe the data, undertake the analysis, and develop and report policy recommendations. Environmental changes can render obsolete some of the suggestions and stakeholder priorities captured in the workshops and, hence, their value for informing policy initiatives. The third limitation was the complexity of coordinating three levels of government, which took time and effort because each level had different interests and time frames and were at times distracted by other priorities. <B>Practical implications</B> - First, the processes described for engaging in strategic conversations with stakeholders strengthens the gathering of information relevant to policy decisions. Second, the integration of contributions from policy makers, policy stakeholders and researchers leverages their respective insights and expertise to generate new perspectives on policy development. Third, the methods described for analysing the data using NVivo enable more rigorous exploration of stakeholder concerns and of the extent to which they are specific to particular communities or reflect a general concern. Fourth, the SERVQUAL framework for analysing policy gaps enables policy goals and initiatives to be checked against stakeholder expectations, potentially enhancing stakeholder satisfaction with subsequent policies. The authors hope that this model of enterprise policy making is further explored and adopted.<B>Originality/value</B> - This paper contributes to better enterprise policy by providing a process model developed using both theory and a field study to illustrate how policy makers can co-develop policy that is more satisfying to policy stakeholders. Its major limitation that is an example that may not be generalizable in other contexts. Article literatinetwork@emeraldinsight.com (Megan Woods, Morgan Parker Miles) Tue, 08 Apr 2014 00:00:00 +0100 Developing creative leadership in a public sector organisation http://www.emeraldinsight.com/journals.htm?issn=0951-3558&volume=27&issue=3&articleid=17106969&show=abstract <strong>Abstract</strong><br /><br /><B>Purpose</B> - This paper aims to demonstrate the effective development of creative and innovative capability in a rigid bureaucratic public sector environment of an area of the British Transport Police, championed by the Area Commander and informed by extant literature. <B>Design/methodology/approach</B> - The focus is on an intervention that addressed two related issues suggested by extant literature, cognitive blocks to creative thinking and organisational barriers. A diagnostic assessment of the climate for creativity prompted reflection leading to simultaneous interventions, combining supervisory and senior management support with a structured process of creative problem solving focusing on problems generated at a strategic level. <B>Findings</B> - This has proved highly effective. At the end of the first year, five 6-week cycles had already resulted in more than 600 new ideas, of which 52 were in the pipeline and 13 had already been endorsed. Few required financial investment and have increased effectiveness and optimised use of resources – literally doing more with less. Evidence is emerging of a climate more supportive of creativity and innovation.<B>Practical implications</B> - Positive outcomes have significant implications for the enhancement of creativity and innovation through intrinsic motivation. This example has potential for other public service organisations.<B>Originality/value</B> - Simultaneous interventions across multiple levels are rare. That this has been achieved in a rigid bureaucratic environment public sector organisation adds to the unique value of this contribution. Article literatinetwork@emeraldinsight.com (Pauline Anne Loewenberger, Mark Newton, Kylie Wick) Tue, 08 Apr 2014 00:00:00 +0100 Collaboration between philanthropic foundations and government http://www.emeraldinsight.com/journals.htm?issn=0951-3558&volume=27&issue=3&articleid=17106895&show=abstract <strong>Abstract</strong><br /><br /><B>Purpose</B> - The study examines collaboration between the government and philanthropic foundations in the age of new governance. This focuses on analyzing the relationship that was formed between PFs and the government in Israel during the development and operation of two joint projects initiated by PFs, which aimed to promote collaboration between the two sectors in the fields of children at risk and the public education system.<B>Design/methodology/approach</B> - We used qualitative, thematic content analysis to study the relationships that emerged between the PFs and the government. Data were collected from an examination of documented materials and interviews with key participants in the two projects from both parties. <B>Findings</B> - The article presents the interface between government and Philanthropic foundations in the age of new governance. Several major factors that shape these relations in collaborative projects emerged from the comparative analysis of the two case studies and are relevant to public sector management: the different perceptions of government and philanthropic foundations that guide the collaborations, the politics of collaboration and the power relations between PFs and government. <B>Research limitations/implications</B> - Further research might examine other examples of collaboration between PFs and government, since the research reported here comprises only two case studies. <B>Originality/value</B> - As collaborations between government and philanthropic foundations are expanding in many countries as part of new-governance structures, the article presents a valuable insight for both academics and practitioners about relationships between these two sectors, and especially collaboration that involves actors from the New Philanthropy. Article literatinetwork@emeraldinsight.com (Michal Almog-Bar, Ester Zychlinski) Tue, 08 Apr 2014 00:00:00 +0100 Austerity and financial governance: a UK case study of the National Health Service http://www.emeraldinsight.com/journals.htm?issn=0951-3558&volume=27&issue=3&articleid=17106954&show=abstract <strong>Abstract</strong><br /><br /><B>Purpose</B> - This research concerns the issue of financial governance within the UK NHS and aims to assess the effectiveness of existing financial governance arrangements in the main providers of health services in the UK. Also considered is the importance of good financial governance in a time of financial austerity.<B>Design/methodology/approach</B> - The primary research for this project was based on the use of a questionnaire to all finance directors in NHSTs in England supported by semi-structured interviews with: finance directors, non-executive directors, executive directors and senior finance staff. .<B>Findings</B> - Among the main findings of the study were: • Certain financial management systems were not prioritised in line with what is seen as good practice • Existing financial management systems were not always seen as adequate for the achievement of good financial governance. • There was sometimes a lack of understanding of financial issues by non-executive directors • The complexity of the NHS funding process often resulted in opaqueness of the financial risks; <B>Research limitations/implications</B> - The research is limited by the relatively small coverage of NHS trusts but this has been compensated for by a series of in-depth interviews with key stakeholders in the governance process<B>Practical implications</B> - Weaknesses in financial governance could result in furtehr scandals which result in loss of life and poor patient care<B>Originality/value</B> - There are many papers on the issue of governance in the public sector in general and the NHS in particular. However, there is little published on the issue of financial governance in the NHS. Also of great value is the emphasis on strengthening financial governance in an era of austerity Article literatinetwork@emeraldinsight.com (Malcolm Prowle, Don Harradine) Tue, 08 Apr 2014 00:00:00 +0100 The social return on investment in community befriending http://www.emeraldinsight.com/journals.htm?issn=0951-3558&volume=27&issue=3&articleid=17106958&show=abstract <strong>Abstract</strong><br /><br /><B>Purpose</B> - This paper illustrates the social and economic impact of services delivered by a small charity to families affected by post-natal depression (PND). It highlights challenges and offers insights to the meaning of 'social value' and ‘value for money’ for commissioners of public health services. This has relevance for the introduction of new policies regarding commissioning.<B>Design/methodology/approach</B> - The analysis is based on a social return on investment (SROI) approach. Evidence was gathered from quantitative data, interviews and a literature review. The analysis examined short, medium and long term effects, and attributed monetary values to social outcomes.<B>Findings</B> - The service provides a return of £6.50 for every £1 invested. The analysis established outcomes for service users and long term impacts on families and children. It illustrated how these services are important in achieving more appropriate service responses, providing value for money to the NHS. Findings also relate to the definition of 'social value' and 'value for money'.<B>Research limitations/implications</B> - There is no common accepted method for identifying financial values for a number of the benefits identified in this analysis. By being transparent in how the analysis was carried out the paper encourages further critical thinking in this area.<B>Practical implications</B> - Engaging commissioners in this type of analysis may assist them in the use of economic evaluation that includes social values as an input to decision making.<B>Originality/value</B> - The paper contributes to our understanding of ‘social value’ and ‘value for money’ in the context of public services. This is of importance given the Social Value Act and ‘Open Public Services’ reform are being implemented in the UK. Article literatinetwork@emeraldinsight.com (Malin Arvidson, Fraser Battye, David Salisbury) Tue, 08 Apr 2014 00:00:00 +0100 Implementing an innovative public sector program: the balance between flexibility and control http://www.emeraldinsight.com/journals.htm?issn=0951-3558&volume=27&issue=3&articleid=17106901&show=abstract <strong>Abstract</strong><br /><br /><B>Purpose</B> - To understand factors governing the implementation of an innovative public sector program<B>Design/methodology/approach</B> - A longitudinal case study is used to document change and tension in the implementation process.<B>Findings</B> - The study suggests that because of the embedded character of public sector innovation, it is likely that, as they are implemented, many innovations run up against restrictions and limitations, precisely because they challenge many systems and processes in the host agency. These conflicts, unless specifically addressed, may cause the original innovation to lose its fundamental character. <B>Research limitations/implications</B> - The case suggests that innovative programs may differ from other types of public sector innovation, such as specific service-delivery initiatives with novel characteristics. Programmatic innovations will be required to produce results according to standard models of managerial accountability which may be difficult to reconcile with innovation. <B>Practical implications</B> - The study draws attention to the need for flexible support systems, such as HR, Finance and IT in the implementation of innovation in the public sector; where a classic 'intrapreneur' is involved, leadership teams with complementary styles may also be significant<B>Originality/value</B> - The study demonstrates the nature of the trade-offs that are involved in the implementation of innovative programs and highlights the implications of the challenging, if not subversive, nature of many types of innovation Article literatinetwork@emeraldinsight.com (Jenny Stewart) Tue, 08 Apr 2014 00:00:00 +0100 Social entrepreneurship and the negotiation of emerging social enterprise markets. Re-considerations in Swedish policy and practice. http://www.emeraldinsight.com/journals.htm?issn=0951-3558&volume=27&issue=3&articleid=17106927&show=abstract <strong>Abstract</strong><br /><br /><B>Purpose</B> - Sweden, and many other countries, has during the twentieth century, developed a rather large public sector providing social welfare services to citizens. Only to a small extent were private for- or nonprofit organizations providing these services. During the last decade we have seen a shift towards more services being provided by private for- and nonprofit actors. This shift means that roles are reconsidered, renegotiated and reconstructed. In this debate social entrepreneurship, social enterprises and innovation are emphasized. The aim of this paper is to problematize and analyze how social entrepreneurship and social enterprises relate to public sector management and governance. <B>Design/methodology/approach</B> - In the paper theories on (social) entrepreneurship and innovation is combined with theories focusing on welfare structures. Empirically the analysis is based on the current policy development in Sweden and five social entrepreneurship initiatives. <B>Findings</B> - The analysis discloses the relationship between the public sector and social entrepreneurship as negotiation of emerging social enterprise markets in which aspects as the creation of value, dependencies and innovation are emphasized. Even if the study has a geographical focus both theoretical contributions and implications for policy and practice can be of use also in other contexts. <B>Originality/value</B> - Through combing social entrepreneurship with welfare services and public management this empirically based study contributes both to problematize and align the emerging field of social innovation. Article literatinetwork@emeraldinsight.com (Malin Gawell) Tue, 08 Apr 2014 00:00:00 +0100