Academic literature on the topic 'Public organisations'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Public organisations.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Journal articles on the topic "Public organisations"
1
Ekowati, Dian. "Organizational Change in Public Service." International Research Journal of Business Studies 14, no. 2 (November 15, 2021): 159–70. http://dx.doi.org/10.21632/irjbs.14.2.159-170.
Full textAbstract:
This study aims to investigate institutional logics underlying the initiation of change management process in public sector organisations. Organisational Institutionalism is used to frame the analysis. The study took place in three different public organisations in the Province of East Java, including one-stop-service for licencing as well as that of vehicle registration, taxing and insurance and also from local health authority. Qualitative method was employed to analyse information gathered through semi-structured interviews with 35 respondents. The study unveiled various institutional logics underlying the adoption of changes and innovation in the organisations. It ranged from the most common reason of improving performance gaps up to the needs to clean the organisation’s name and build a better image. The study contributes to the idea that organisation’s previous experiences as well as perceived institutional character affect the needs to conduct changes.
2
Johanne Klungseth, Nora. "Organising cleaning in Norwegian public FM." Journal of Facilities Management 12, no. 4 (August 26, 2014): 382–410. http://dx.doi.org/10.1108/jfm-02-2014-0007.
Full textAbstract:
Purpose – This paper aims to give an overview of the alternatives that Norwegian municipalities have regarding organisational models for their facility management (FM) and cleaning organisations, and to investigate what organisational models they apply, if building category or size of municipality influences their use of organisational models and whether their FM and cleaning organisations are organised similarly within identical municipalities. Design/methodology/approach – The research is based on a national survey conducted during year 2010. All Norwegian municipalities were invited to respond. The survey asked the head of the FM departments (or the chief executive officer [CEO] if the first could not answer) what organisational models they used for their FM and cleaning organisations and what changes they planned for the organisation in the future. All questions were asked according to different building categories to determine whether building category had any influence on their choices. Findings – Limited research has been published regarding the structure of the FM organisations in Norwegian municipalities and even less regarding their cleaning organisations. The results show that Norwegian municipalities prefer integrated models and also purchasing services from the private sector prior to applying decoupled models as inter-municipal alternatives and Municipal Limited Companies. The results do also indicate that Norwegian municipalities’ interest in such models is rising and that they seem to be moving away from traditional and integrated alternatives. Research limitations/implications – Although all municipalities were invited to the survey, only one-third responded. Originality/value – The article may represent a first thorough overview of what organisational models and what combinations of models Norwegian municipalities use for their FM and cleaning organisations. Compared to former studies, this article explores a greater variety in organisational models and a greater variety in researched building categories.
3
Hafis Ahmad, Mohd, Syuhaida Ismail, and Abd Latif Saleh. "Readiness of Organisation and Employees in the Malaysian Public Organisation Towards Change Management." International Journal of Engineering & Technology 7, no. 2.29 (May 22, 2018): 607. http://dx.doi.org/10.14419/ijet.v7i2.29.13984.
Full textAbstract:
Organisational change refers to the transformation of an organisation from its present condition to some intended conditions in the future in minimising refusal from employees and expenditure of running the organisation while simultaneously boosting the productiveness of the change attempt. This paper aims to appraise the change administration of organisations in Malaysia since limited research have been done to examine whether the employees are ready to accept change in the organisation. This research is materialising its objectives of (1) identifying the attributes of change management in the Malaysian public organisation; (2) investigating the current practice of organisation and employees in the Malaysian public organisation towards change management and (3) assessing the factors influencing readiness of organisation and employees in the Malaysian public organisation towards change management. It is found that change management is an organised way to make sure that changes are completely implemented without any problems to make transitions from the aspects of individuals, groups, and organisations to an intended circumstances in the coming days by focusing on the wider impacts of change, particularly on people, where change takes place thoroughly in the entire organisation. Furthermore, it is found that current practice of organisation and employees in the organisation towards change management involved in three main factors, namely trust in management, communication and organisational commitment; with the positive vision for the future perceived by management team as the factor of trust in management, meanwhile for communication, it is found that there is good communication between supervisors and employees about the organisation’s policy toward the changes. The factor found in organisational commitment is employees enjoy discussing their organisation with outsiders. The findings of this paper provide a positive impact on change management planning, which ultimately help in ensuring more effective change programme implementation in the public organisation in Malaysia.
4
L. Luoma-aho, Vilma, and Mirja E. Makikangas. "Do public sector mergers (re)shape reputation?" International Journal of Public Sector Management 27, no. 1 (January 7, 2014): 39–52. http://dx.doi.org/10.1108/ijpsm-09-2012-0120.
Full textAbstract:
Purpose – The public sector worldwide is under pressure to downsize, which has led to mergers of public sector organisations. This paper seeks to bridge the unstudied gap of what happens to organisational reputation after a merger. The paper discusses change and reputation in the public sector, and reports findings of a longitudinal study on stakeholder assessments of four public sector organisations undergoing mergers recently. Design/methodology/approach – Following a theory-driven content analysis, this longitudinal study compares stakeholder assessments of four public sector organisations' reputations a year before an organisational merger with assessments of the two resulting organisations' reputations two years after the merger. Findings – The paper finds that the mergers did not really re-shape reputation, but the once established reputation persevered. Although the organisations faced greater expectations after the merger, only minor changes in reputation were detected post-merger: the reputation for expertise, heavy bureaucracy and trustworthiness remained strong after the merger, but certain traits, such as being international and esteemed, were lost. In both cases, one organisation's prior reputation slightly dominated the new reputation. Research limitations/implications – The findings may be limited to Finland and other Nordic countries, as well as those countries where trust in the public sector is high. Practical implications – Mergers may not change once-established reputations, and hence the improvements desired by mergers may go unnoticed by the different stakeholders. Organisations merging must prepare for increased stakeholder expectations, as the new organisations arise questions. Previous organisational traits may remain in stakeholders' assessments despite any achieved improvements. Originality/value – This paper addresses the gap in studying organisational reputation after public sector mergers, and contributes to both theory and practice by providing insight into the stability of once-established reputations.
5
Kumar Singh, A. "Impact of the HRM practices and organisation culture on managerial effectiveness in public sector organisations in India." Agricultural Economics (Zemědělská ekonomika) 56, No. 8 (August 20, 2010): 379–86. http://dx.doi.org/10.17221/64/2010-agricecon.
Full textAbstract:
This study is in the light of the liberal global Indian economy that has led to a competitive environment. In a changing scenario of the global business environment with a highly competitive market economy, the HRM practices and organisation culture will provide an edge to an organisation. This study is an attempt to understand the effect of the HRM practices and organisation culture on managerial effectiveness in public sector organisations in India. This study revealed that the HRM practices and organisational culture are a strong predictors of the managerial effectiveness of the public sector organisations surveyed.
6
Vorster, Steenkamp. "belang van die interne publiek in openbare betrekkinge." Communicare: Journal for Communication Studies in Africa 3, no. 1 (November 21, 2022): 22–28. http://dx.doi.org/10.36615/jcsa.v3i1.2164.
Full textAbstract:
Should public relations officers tend to neglect the importance of their internal publics for the success of their organisations, the literature is explicit on the dangers of such negligence. In this article the nature of public relations as the important institutional communication function of organisations is explored with special reference to the importance of the attitudes and opinions of those who constitute an organisation's internal publics, as seen by various authors. The potential influence of employees, investors or other important groups as well as management itself on the public relations programme and the organisation itself is described and it is concluded that organisations with informed and motivating managements, devoted, motivated and loyal employees and supportive investors, will probably achieve greater overall success as those without these attributes. The public relations function should be encouraged by management to help achieve this through all the available communicative techniques.
7
Glennon, Russ, Ian Hodgkinson, and Joanne Knowles. "Learning to manage public service organisations better: A scenario for teaching public administration." Teaching Public Administration 37, no. 1 (October 15, 2018): 31–45. http://dx.doi.org/10.1177/0144739418798148.
Full textAbstract:
In the context of public value, it is argued that there is a need to adopt the learning organisation philosophy to manage public service organisations better. For collaborative work with public sector managers or in management education, a fictitious scenario is presented to develop the concept of the learning organisation as paradox. Faced with multiple and conflicting demands, public managers find it difficult to change organisational behaviour in response to new knowledge. The scenario demonstrates how learning organisation philosophy can be used to translate new knowledge into new behaviours. Key skills required for public managers to exploit the knowledge of all organisational members and confront the challenges of a contested concept, such as public value, are developed and comprise summarising evidence, making judgements, sharing thought processes on a contentious issue, and arriving at a consensus together. Contributions to public administration theory and practice are discussed.
8
Sheaff, Rod, Joyce Halliday, Mark Exworthy, Alex Gibson, Pauline W. Allen, Jonathan Clark, Sheena Asthana, and Russell Mannion. "Repositioning the boundaries between public and private healthcare providers in the English NHS." Journal of Health Organization and Management 33, no. 7/8 (November 7, 2019): 776–90. http://dx.doi.org/10.1108/jhom-12-2018-0355.
Full textAbstract:
Purpose Neo-liberal “reform” has in many countries shifted services across the boundary between the public and private sector. This policy re-opens the question of what structural and managerial differences, if any, differences of ownership make to healthcare providers. The purpose of this paper is to examine the connections between ownership, organisational structure and managerial regime within an elaboration of Donabedian’s reasoning about organisational structures. Using new data from England, it considers: how do the internal managerial regimes of differently owned healthcare providers differ, or not? In what respects did any such differences arise from differences in ownership or for other reasons? Design/methodology/approach An observational systematic qualitative comparison of differently owned providers was the strongest feasible research design. The authors systematically compared a maximum variety (by ownership) sample of community health services; out-of-hours primary care; and hospital planned orthopaedics and ophthalmology providers (n=12 cases). The framework of comparison was the ownership theory mentioned above. Findings The connection between ownership (on the one hand) and organisation structures and managerial regimes (on the other) differed at different organisational levels. Top-level governance structures diverged by organisational ownership and objectives among the case-study organisations. All the case-study organisations irrespective of ownership had hierarchical, bureaucratic structures and managerial regimes for coordinating everyday service production, but to differing extents. In doctor-owned organisations, the doctors’, but not other occupations’, work was controlled and coordinated in a more-or-less democratic, self-governing ways. Research limitations/implications This study was empirically limited to just one sector in one country, although within that sector the case-study organisations were typical of their kinds. It focussed on formal structures, omitting to varying extents other technologies of power and the differences in care processes and patient experiences within differently owned organisations. Practical implications Type of ownership does appear, overall, to make a difference to at least some important aspects of an organisation’s governance structures and managerial regime. For the broader field of health organisational research, these findings highlight the importance of the owners’ agency in explaining organisational change. The findings also call into question the practice of copying managerial techniques (and “fads”) across the public–private boundary. Originality/value Ownership does make important differences to healthcare providers’ top-level governance structures and accountabilities and to work coordination activity, but with different patterns at different organisational levels. These findings have implications for understanding the legitimacy, governance and accountability of healthcare organisations, the distribution and use power within them, and system-wide policy interventions, for instance to improve care coordination and for the correspondingly required foci of healthcare organisational research.
9
Nagabhaskar, Dr M., and Mr Ch Chandra Sekhar. "Impact of OCTAPACE Model on Banking Employees: a Comparative Study of Private and Public Sector Banks with reference to Andhrapradesh." International Journal of Innovative Research in Engineering & Management 9, no. 4 (2022): 122–25. http://dx.doi.org/10.55524/ijirem.2022.9.4.21.
Full textAbstract:
Organisational culture is a facet that impacts every organisation’s functioning, different organisation needs different quite culture to be set up. it’s defined in terms of shared meaning, patterns of beliefs, rituals, symbols, and myths that evolve over time, service to scale back human variability and control and shape employee behavior in organisation. this research aims to compare private sector and public sector banks in terms of values of employees. The study attempts to understand the impact of OCTAPACE model on banking employees of private and public sector banks in Andrapradesh.The main implication of this research on organisational culture suggest that there is a scope for further improvement in the sample study organisations which would improve their work life by overcoming the monotony.
10
Azaki, Joshua. "Organisational Factors Affecting Knowledge Retention in a Public Organisation." European Conference on Knowledge Management 23, no. 2 (August 25, 2022): 1304–11. http://dx.doi.org/10.34190/eckm.23.2.758.
Full textAbstract:
Knowledge is a strategic resource for any organisation to maintain optimal operational efficiency and competitiveness. Knowledge could be in the knower's mind (tacit) or codified and stored in knowledge repositories for retrieval when needed (explicit). Knowledge retention in organisations is becoming a global concern as the shortage of professionals or knowledge workers persists. Organisations over the years have focused on investing in activities leading to knowledge creation, improving technological capabilities, and increasing performance with less attention given to knowledge retention. The Covid-19 pandemic has exacerbated this concern leading to the exit of more knowledge workers from organisations voluntarily or involuntarily. The current study seeks to investigate the role of organisational factors on knowledge retention in public organisations using the water sector in a South African metropolitan city. This study seeks to deepen the knowledge management scholarship by viewing knowledge retention as a system rather than a process or strategy only, as explored by most studies. The water sector is a knowledge-driven sector that utilises heterogeneous knowledge (engineers, hydrologists, technicians, IT specialists) to achieve its mandate, making it information and knowledge-rich. This study intends to use the knowledge-based view as a sensitising lens to explore how a public organisation systemically integrates and coordinates its heterogeneous knowledge resources to ensure that knowledge is retained as well as maintain optimal operational efficiency. The basic assumptions of the knowledge base view are that knowledge is the most strategic resource in an organisation, and its coordination facilitates optimised efficiency. The study will adopt a pragmatist paradigm to uncover the role of organisational factors on knowledge retention. A purposive sample of supervisors and managers in the water sector will be interviewed. Qualitative data will be collected, and qualitative methods will be used to analyse the data.
Dissertations / Theses on the topic "Public organisations"
1
Apelt, Christina L. "Organisational change in public organisations." Thesis, Queensland University of Technology, 2014. https://eprints.qut.edu.au/73086/2/Christina_Apelt_Thesis.pdf.
Full textAbstract:
This research applies a multidimensional model of publicness to the analysis of organisational change and in so doing enriches understanding of the public nature of organisations and how public characteristics facilitate change. Much of the prior literature describes public organisations as bureaucratic, with characteristics that are resistant to change, hierarchical structures that impede information flow, goals that are imposed and scrutinised by political authority and red tape that constrains decision-making. This dissertation instead reports a more complex picture and explains how public characteristics can also work in ways that enable organisational change.
2
Ali, Sabah Hamid. "Factors affecting organisational development in Iraqi public sector organisations." Thesis, Lancaster University, 1985. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.329626.
Full textAbstract:
This thesis considers the question of organisational development in Iraq and the role that senior public managers in the public sector of the economy in that country may have in the process. The argument begins with a consideration of the history of the country with special reference to the factors contributing to political instability, economic backwardness and the emergence of state planning of the economy. An understanding of the role of management in public sector organisations and the importance of organisation itself is developed through a consideration of scholarly work concerned with development and the character of organisation. This part of the thesis, which is primarily concerned with theoretical issues, culminates in a critique of contingency theory both as it has been developed by theorists and ex-patriate Arab scholars studying various middle-eastern countries. The conclusion of this consideration of contingency theory is the suggestion that, suitably amended, it can be used as the basis for research into organisational development in countries such as Iraq. In essence the amendments necessary are: to alter the concept of the environment so that it can take into account that in planned economies the most important influence on public sector organisations are the institutions of the state; and to adopt a more adequate definition of the culture and its impact on organisational forms. In the last part of the thesis the findings from an empirical survey of Senior managers in the Iraqi public sector are reported. As a result of this survey a good deal of information concerning the characteristics of Iraqi managers is discussed. The survey covers both factual details of the characteristics of Iraqi managers and also detailed information concerning their attitudes. On both these subjects there has been a negligible quantity of information available hitherto. In a final chapter which considers the survey results, an attempt is made to assess the extent to which subsamples of managers have different values and dispositionsand so might be thought more or less likely to bring about development through the active pursuit of policies designed to induce organisational change. In this way the empirical survey is directly related to the earlier historical and theoretical sections of the thesis
3
Vo, Hong Nga, and vohongnga@hotmail com. "Nexus between organisational culture and IT implementation in Vietnamese organisations : a doctoral thesis." Swinburne University of Technology. Australian Graduate School of Entrepreneurship, 2005. http://adt.lib.swin.edu.au./public/adt-VSWT20060605.150040.
Full textAbstract:
In Vietnam, together with the renovation program known as Doi moi, promulgation of resolution 49/CP in 1993 and subsequently of directive 58 CT/TW in 2000 provided the incentive and resolve to use Information Technology (IT) as a driver of economic development and social advancement. Thus, IT was designated a national strategic priority. However, despite the Government�s efforts to implement IT, uptake and use of IT in organisations have been embryonic. Existing studies implied IT implementation in Vietnamese organisations to have been influenced in part by organisational culture factors traceable to the national culture. In light of these findings, the present study focuses on the relationships between organisational culture and IT implementation in Vietnamese organisations. Nine objectives were set for the study. The related research questions were focused on identifying the most common features of organisational culture in Vietnam, how respondents� and organisational characteristics were associated with organisational culture, the general level of IT implementation success in organisations, how respondents� and organisational characteristics were associated with IT implementation, and the nature of the relationship between a Vietnamese organisation�s culture and effectiveness of its IT implementation. In pursuing quantitative research methodology, a questionnaire was developed and subjected to a focus group scrutiny at the preliminary stage and then again prior to implementation to confirm the questionnaire�s suitability and applicability. Data, from 328 returned questionnaires, and the findings of the subsequent analyses were validated via semi-structured interviews and a panel of experts. To address the research questions, the data were subjected to a battery of statistical analysis tools, including descriptive, correlation, association, analyses of variance and factor analysis. The findings were then interpreted and the panel of experts used to confirm and better understand the findings and to offer extra insights. The majority of the organisations surveyed were characterised by the 'Elephant' organisational culture (OC) style that had elements of order, uniformity, rules and regulations and emphasis on stability. Most of these organisations were state-owned enterprises located in northern Vietnam. In number, these were followed by the �Tiger� OC organisations, comprising mainly private and foreign-owned organisations, especially those located in Ho Chi Minh City. These �Tiger� organisations stressed their operational efficiency, and externally positioned themselves toward winning competitive advantage and achieving market superiority. �Rabbit� characteristics, such as flexibility, creativity and innovation did not surface often within Vietnamese organisations. Most organisations surveyed claimed to enjoy a rather high level of IT implementation benefits, especially those relating to internal-focused aspects such as �Faster response time�, �Better communication & networking�, and �Higher quality of performance�. Finance related benefits of IT implementation were at the lowest level. Private and foreign-owned organisations had the highest level of both IT investment payoff and IT implementation benefits while state-owned organisations had the lowest on both measures. State-owned organisations also reported the most problems with IT implementation the most frequently, while foreign-owned organisations least often faced such problems. Exploration of the association between OC and IT implementation showed that 'Elephants� were significantly associated with lower levels of successful IT implementation, while �Tiger� organisations followed by �Rabbit� were significantly associated with higher levels of success. �Production-oriented� organisations indicated higher levels of IT investment payoff than �People-oriented� ones. Organisations with �entrepreneurial� characterisation were found to have high levels of IT implementation success. In light of the findings and their implications, recommendations were made for government, industry, business and research organisations. The recommendations are designed to foster improved uptake and use of IT in Vietnamese organisations through the process of 'Organisational Doi moi' (organisational renewal) as well as to enlarge the research base on socio-cultural aspects of IT to buttress such efforts.
4
Mullen, Nadia, and n/a. "Maintenance of interventions in organisations." University of Otago. Department of Psychology, 2007. http://adt.otago.ac.nz./public/adt-NZDU20071015.160435.
Full textAbstract:
Many successful interventions are not maintained after researchers leave an organisation at the conclusion of a study. This research was conducted to assess the magnitude of this problem and determine which variables affect intervention maintenance. Maintenance was examined in a review and analysis of 125 applicable studies published in the Journal of Organizational Behavior Management from 1977 - 1999. Where necessary, authors of studies were contacted to determine the maintenance status of their intervention. The analysis found the extent of this problem in published studies is substantial. Intervention maintenance was necessary to maintain the intervention�s effects in two thirds of studies with successful interventions. Of all studies where maintenance was necessary, approximately 40% failed to maintain the intervention. The maintenance procedures derived from the literature, researchers in the field, and journal analysis included planning for a wide range of positive outcomes, designing the intervention to be long-term, and communicating the benefits of the intervention to the organisation. For this thesis, three studies were conducted to examine the effectiveness of these maintenance procedures. The first two studies partially replicated studies where the interventions had been successful but not maintained, with the inclusion of maintenance procedures. Intervention maintenance occurred in a university cafeteria in Study 1, and in one of three supermarkets in Study 2. Study 3 improved on the design and procedure of Study 2, including a manipulation of the maintenance procedures. During intervention in the control supermarket, signs designed to increase customer donations to the supermarket foodbank bin were placed on shelves near discounted items. In the experimental supermarket, both maintenance procedures and signs were used. During 6 weeks of follow-up, the signs were maintained in both supermarkets. The researcher then ceased regular observations, returning only for 1 month, 2 month, and 1 year follow-ups. After researcher presence was withdrawn, maintenance of the signs continued only in the experimental supermarket. This study demonstrates that the maintenance procedures were effective, and necessary, for long-term maintenance to occur after the researcher left the organisation. It was concluded that the maintenance procedures were effective for encouraging intervention maintenance, and recommended that researchers incorporate the procedures into their studies when maintenance is desirable.
5
Phookpan, Pantharak. "An analysis of organisational culture of integrated public organisations : the case of Thailand." Thesis, University of Manchester, 2013. https://www.research.manchester.ac.uk/portal/en/theses/an-analysis-of-organisational-culture-of-integrated-public-organisations-the-case-of-thailand(645829e4-8770-4789-b986-9b4165218294).html.
Full textAbstract:
The theme of the re-aggregation of public organisations has been embraced in the recent public sector reforms of some developed countries such as the UK. The re-aggregation of public organisations may benefit the government in terms of focusing its interests on policy coordination. This is an alternative way of reforming the public sector in order to increase greater outcomes and the performance of public organisations with regard to the achievement of particular policy goals. The reform inevitably affects the targeted public organisations in both tangible and intangible ways. Since organisational culture is an important issue that can affect organisational outcomes and performance, including the achievement of policy goals, the research aims to analyse how organisational cultures have been changed following the integration of Thai public organisations. In this respect, the researchers used an integrated model of Competing Values Framework and human paradox theory to assess cultural changes of integrated public organisations.The research was based on quantitative and qualitative data gathered in field research conducted in Thailand’s four integrated public organisations. It was found that, overall, organisational cultures were altered following the organisational integration. Public employees perceived that the hierarchy culture hardly changed following a reform. However, the clan value has largely reduced, while market and adhocracy values have increased rather significantly within the new organisations. In terms of clan value, the research found that the reduction was a result of power struggles between groups of people who came from different organisational backgrounds. Power-struggling between clans could lead to lower team cooperation, a lack of trust and diminished loyalty to organisations. Public officials also perceived that a significant development of market and adhocracy cultures in organisations could be a result of external forces, as well as the integration reform. With regard to these changes, the development of market values was inimical to human relations within integrated organisations. Together with the existence of a patronage system in the Thai public organisations, leadership also contributed to a paradox of competition and cooperation where members of a dominant clan could be favoured over the others. People who came from minor cultures might feel a disadvantage from being part of the minority and then give minimal cooperation to the integrated organisation. In this respect, teamwork and organisational cohesion could be difficult to build if the tension is unbalanced. It can be concluded that the cultural model of the organisations studied changed and seemed to be more balanced than was previously found. The integration of organisations also has a great influence on cultures and paradoxes in organisations. The dissertation hopes to contribute to the existing literature, with regard to the application of a Competing Values Framework and human paradox theory to the underexplored context of integration reform in the public sector. Findings from the use of this instrument can offer a fresh point of view towards the reality of organisational integration reforms, especially for academics, Thai reformers and public employees themselves.
6
Leivesley, Robert, and n/a. "Images of technology in organisation and society contexts." University of Canberra. Management, 1990. http://erl.canberra.edu.au./public/adt-AUC20060817.100531.
Full textAbstract:
An original project for a taxonomy of organisation-technology became over time
an exploration of some of the meanings and contexts of technology. The
exploration began with the critique of selected instances of landmark
theorising and empirical research on the technology concept.
The critique raised issues in epistemology and methodology which caused this
writer to address the philosophy of the social sciences and the philosophy of
technology at certain points: the question of technological determinism;
language and metaphor; ideology; construct validity. Chapters One and Two
of this thesis reflect the quest for connections in meta-theory, as the
remaining chapters reflect the quest for meanings and contexts of technology
in organisation and society.
The case studies of landmark theory and research on technology led into more
of a generic enquiry into the nature and claims of a contingency theory of
organisation and management. An analysis of landmark cases and of contingency
theory suggested that a formalist or empiricist approach to technology and
organisation had produced no clear conceptualisation of technology, nor of any
other contextual or performance factors. No panacea for organisation-design
has emerged from this quarter.
A rather broader arena of the division and re-combination of labour was then
approached. Analysis suggested that technology and the division of labour are
not mere surrogates of managerial control but arenas continually contested by
organisation and society participants. They are not givens with resident
characteristics to be read out but occasions of choice ongoingly negotiated.
Whereas the thesis began with notions of a static and cognitivist taxonomy it
developed into a study of certain images of technology, with the valencies of
technology deriving from its various contexts of meanings and matrices of
values. The thesis concludes with the view that formalism of much
contemporary organisation-theory needs to be amplified by a broadly
phenomenological understanding.
7
Nfuka, Edephonce Ngemera. "IT governance in Tanzanian public sector organisations." Doctoral thesis, Stockholms universitet, Institutionen för data- och systemvetenskap, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-70412.
Full textAbstract:
In many public sector organisations, the use of Information Technology (IT) has become important for sustaining and extending public service delivery. This has caused there to be a critical dependency on IT, which calls for a specific focus on effective IT governance. Accordingly, the success factors for effective IT governance must be determined and adhered to if an organisation wishes to increase the contribution of IT towards achieving its objectives. Much research has been carried out on IT governance effectiveness and the necessary success factors, but not with a focus on organisations from a developing country such as Tanzania. The context in these organisations is characterised by IT resources, knowledge and culture constraints as well as by an increasing level of IT investment and applications. In this research, we analyse how IT governance practices are implemented in Tanzanian public sector organisations (TaPSOs) and benchmark their levels of maturity. Furthermore, we analyse and identify the critical success factors (CSFs) that contribute to effective IT governance in TaPSOs. Subsequently, we analyse the effects of these CSFs on IT governance performance and develop and evaluate a CSFs framework for implementing effective IT governance in TaPSOs. We find weak IT governance practices, especially in terms of processes. This was also pointed out by the lower level of IT governance maturity in TaPSOs in contrast to public sector organisations in developed countries. Furthermore, we find that the identified CSFs have a significant effect on IT governance performance in TaPSOs. In addition, the designed CSFs framework is found to be important for providing guidelines to be used by IT and business management personnel for implementing effective IT governance. This CSFs framework for implementing effective IT governance in TaPSOs consists of the IT governance focus areas, CSFs, activities, roles, IT resources and environment in which it should be implemented. In contrast to existing frameworks from the research literature, the designed CSFs framework offers a holistic view by focusing on the five IT governance focus areas.
8
BOGE, ANNE. "Gestion innovante des organisations de service public." Lyon 2, 1992. http://www.theses.fr/1992LYO22002.
Full textAbstract:
L"evolution de l'environnement externe est telle qu'il est de plus en plus incompatible avec les pratiques et les methodes de management en vigueur dans les organisations de service public. Il existe deux types d'incompatibilite, manifestation d'une double crise de legitimite des organisations de service public : - une crise de legitime externe mesuree par l'indicateur "qualite cout" des services rendus ou des produits offerts. - une crise de legitimite interne mesuree par l'indicateur "qualite cout de la vie au travail du fonctionnaire. La solution a la crise de legitimite externe des organisations de service public se trouve dans la remise en cause du management actuellement en vigueur. Le defi est celui du passage d'un mode de management bureaucratique et autoritaire, statique et rigide, a un mode de management plus participatif, dynamic et flexible, fonde sur la ressource humaine ou le potentiel humain. Cette these propose le management socio-economique comme noyau dur du management public dans la mesure ou ses caracteristiques (principes, methodes, outils et langage) repondent aux principales preoccupations et aux objectifs des organisations de service public : responsabilite des fonctionnaires, autonomie du cadre-pilote d'une zone de responsabilite et mise en oeuvre de la decentralisationThe external environment evolution is such that it brings itself at odds with management methods and practices within civil and public services. The there are two types of incompatibilities, expression of a double legitimacy within public and civil services organizations : - an external legitimacy crisis as mesured by the "quality cost" ratio of services or products offered, - an internal legitimacy crisis as mesured by the "quality cost" ratio of the civil or public servant at work. The solution to the external legitimacy crisis of public and civil services organizations relies upon a shift of current management process and practices. The challenge is one of moving from a bureaucratic and autocratic, static and rigid management mode to a more participating, dynamic and flexible management mode, based on human ressource and potentia this thesus proposes socio-economic management as the basic core of public and civil services as its caracteristics (principles, methods, tools, language) answer the main concerns and objectives of those public services organizations : sense of responsability of civil servant, autonomy of the manager-pilot of an area of responsability and organises decentralization
9
Heath, Geoffrey. "Performance Management and Rationalityin Public Sector Organisations." Licentiate thesis, Luleå tekniska universitet, Människa och teknik, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-73875.
Full textAbstract:
Abstract and Keywords The thesis concerns different conceptions of rationality and their implications for organisations, especially in the public sector. The focus is on performance management (as widely defined) within public sector organisations as a subject for exploring these issues. This has long been controversial because seemingly simplistic approaches to performance management persist, despite well recognised shortcomings, such as a tendency to perverse incentives and unintended outcomes. Therefore, in the kappa, I analyse the notion of instrumental rationality, examine the established critique of instrumental rationality from a ‘political’ perspective and present the dilemma that this creates; i.e. how to improve processes of resource allocation and performance evaluation, while recognising organisational realities such as imbalances in power. The potential of communicative rationality as an alternative conceptualisation of rationality in organisations is then discussed. The development of public sector management from the fiscal crises of the 1970s is explained, with the rise of the ‘New Public Management’ based on neo-liberal ideas, and the subsequent opposition to it from ‘New Public Governance’ and ‘New Public Services’ paradigms. These potentially give more scope to participative and deliberative processes of generating performance measurement packages and control systems. Moreover, in practice, particularly interesting examples of participatory approaches have been found in developing countries which align with communicative rationality. A critical position is adopted in the thesis, seeking to challenge ‘managerialist’ orthodoxies. As a theoretical guide to understanding these issues, conceptual frameworks from the management control literature are used. Broadbent and Laughlin’s (2009) conceptual model of performance management systems has been of particular value. They draw on Weber and Habermas to distinguish between instrumental and communicative rationality models and between transactional and relational performance management systems. This enables them to identify two distinct ideal types of ‘rationality clusters’ (instrumental and communicative) to which organisations will incline. They also contend that contingent factors influence where actual organisations are located between these two ideal types. 7 The four papers I have selected for the licentiate from my various publications report on research carried out in three different public sector settings using different methods of investigation. Paper 1 considers the approaches to resource allocation and performance measurement then used by English Health Authorities at the time of writing. In Paper 2 an evaluation carried out at an English police service, utilising cost-consequences analysis, is described and discussed. Papers 3 and 4 concern a performance management regime for the English ambulance service, which became noted for promoting perverse incentives and ‘gaming’, and its subsequent replacement. The first two papers foreground issues of rationality and the last two issues of performance management; but these topics are interrelated and are relevant throughout. It is argued in all the papers that comprehensively ‘rationalistic’ approaches are flawed and that participation, deliberation and dialogue between stakeholders are desirable.
10
Doody, Sarah-Jane Patricia. "High-involvement work systems : their effect on employee turnover and organisational performance in New Zealand organisations." Master's thesis, Lincoln University. Commerce Division, 2007. http://theses.lincoln.ac.nz/public/adt-NZLIU20080125.192821/.
Full textAbstract:
Organisations can create a competitive advantage through the way they design their human resource systems. High involvement work systems are considered to be a way to increase organisational performance and decrease employee turnover. However, the components involved are difficult and complex to define, and the synergy amongst the different components hard to evaluate. The literature suggests that the research is not uniform in its approach, and most research does not clearly define the variables involved or agree on the expected results of such systems.
This research looks at high involvement work systems in the New Zealand organisational context, and relating these systems to employee turnover and organisational performance. The results of the study suggest that there does not appears to be a relationship between high involvement work systems, and employee turnover and organisational performance; but high involvement systems may contribute to increased labour productivity in New Zealand organisations.
Books on the topic "Public organisations"
1
Walters, Mike. Organisational culture in public sector organisations. London: Institute of Personnel and Development, 1995.
Find full text
2
Batley, Richard. Public, private and community organisations. Birmingham: Development Administration Group, 1992.
Find full text
3
Harrow, Jenny. Modelling risk in public services organisations: Managers, organisational learning and organisational forgetting. York: ESRC Risk & Human Behaviour Programme, 1995.
Find full text
4
Barugh, John. Public libraries and organisations serving the unemployed. London: British Library Board, 1987.
Find full text
5
Gios, Lorenzo. Resilience and Strategy Execution in Public Organisations. Wiesbaden: Springer Fachmedien Wiesbaden, 2021. http://dx.doi.org/10.1007/978-3-658-34467-2.
Full text
6
Robert, Palmer D., ed. Developing performance monitoring in public sector organisations. Leicester: Management Centre, University of Leicester, 1992.
Find full text
7
Alam, Barkat. Welfare and non-governmental organisations. Glasgow: Glasgow Caledonian University, Faculty of Business, 1998.
Find full text
8
Rato, Helena. MANFOP guide: Training needs assessment in public organisations. Oeiras: Instituto Nacional de Administração, 2008.
Find full text
9
Nondi, Richard Owino. Application of partnership procurement in public sector organisations. [s.l: The Author], 1994.
Find full text
10
A, Campbell B., and Rogers S. J, eds. An initial bibliography of Australian public sector organisations. Townsville: Organisational Studies Unit, James Cook University, 1985.
Find full textBook chapters on the topic "Public organisations"
1
Spiro, Alison. "Breastfeeding support organisations." In Breastfeeding for Public Health, 173–74. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003139775-13.
Full text
2
Hill, Ronald J. "Parties and Public Organisations." In Developments in Russian Politics 4, 82–103. London: Macmillan Education UK, 1997. http://dx.doi.org/10.1007/978-1-349-25852-9_5.
Full text
3
Raczkowski, Konrad. "Managing and Leading in Public Organisations." In Public Management, 99–125. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-20312-6_4.
Full text
4
Bauby, Pierre. "Conditions of convergence between public economy and social economy organisations." In Providing public goods and commons, 283–99. Liège: CIRIEC, 2018. http://dx.doi.org/10.25518/ciriec.css1chap14.
Full textAbstract:
The purpose of this chapter is to take into account, rather from a political science perspective than an economics perspective, two of the models of organisation and operation of social and economic activities – public economy organisations and social economy organisations – to analyse their possible convergences that could allow finding answers to the XXIst century society’s needs. It begins by recalling the basic features of these two categories, their histories and relationships, then it analyses the conditions of a successful hybridisation of their operations, in particular in respect of participative governance.
5
Prowle, Malcolm J. "Public service organisations and the public sector." In Management Accounting in Public Service Decision Making, 3–18. 1 Edition. | New York: Routledge, 2020. |: Routledge, 2020. http://dx.doi.org/10.4324/9780429430466-2.
Full text
6
Farnham, David, and Sylvia Horton. "Managing Public and Private Organisations." In Public Management in Britain, 26–45. London: Macmillan Education UK, 1999. http://dx.doi.org/10.1007/978-1-349-27574-8_2.
Full text
7
Farnham, David, and Sylvia Horton. "Managing Private and Public Organisations." In Managing the New Public Services, 27–52. London: Macmillan Education UK, 1993. http://dx.doi.org/10.1007/978-1-349-22646-7_2.
Full text
8
Farnham, David, and Sylvia Horton. "Managing Private and Public Organisations." In Managing the New Public Services, 25–46. London: Macmillan Education UK, 1996. http://dx.doi.org/10.1007/978-1-349-24723-3_2.
Full text
9
Romanelli, Mauro, and Patrizia Gazzola. "Driving Public Organisations Towards Sustainability." In Finance and Sustainability, 1–10. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-34401-6_1.
Full text
10
McGurk, Patrick. "Leaders in Public Service Organisations." In Working for the State, 166–88. London: Palgrave Macmillan UK, 2011. http://dx.doi.org/10.1057/9780230347984_9.
Full textConference papers on the topic "Public organisations"
1
Lenart-Gansiniec, Regina, and Łukasz Sułkowski. "CROWDSOURCING - A NEW PARADIGM OF ORGANISATIONAL LEARNING OF PUBLIC ORGANISATIONS." In NORDSCI Conference Proceedings. Saima Consult Ltd, 2018. http://dx.doi.org/10.32008/nordsci2018/b1/v1/55.
Full textAbstract:
Crowdsourcing is one of the new themes that has appeared in the last decade. It is perceived as an innovative method that can be used for problem solving, improving business processes, creating open innovations, building a competitive advantage, and increasing transparency and openness of the organisation. The importance of crowdsourcing for organisational learning is seen as one of the key themes in the latest literature in the field of crowdsourcing. This article is a response to the recommendations in the subject literature, which states that crowdsourcing in public organisations is a new and exciting research area. The aim of the article is to present a new paradigm that combines crowdsourcing levels with the levels of learning. This article presents a cross-sectional study of four Polish municipal offices that use four types of crowdsourcing, according to the division by J. Howe. Semi-structured interviews were conducted with the management personnel of those municipal offices. The research results show that crowdsourcing is a new and rapidly developing organisational learning paradigm.
2
Lenart gansiniec, Regina. "CROWDSOURCING - A NEW PARADIGM OF ORGANISATIONAL LEARNING OF PUBLIC ORGANISATIONS." In NORDSCI International Conference Proceedings. SAIMA Consult Ltd, 2018. http://dx.doi.org/10.32008/nordsci2018/b1/v1/47.
Full text
3
Lenart-Gansiniec, Regina. "CROWDSOURCING - A NEW PARADIGM OF ORGANISATIONAL LEARNING OF PUBLIC ORGANISATIONS." In LIVEABLE CITIES – FOUR EXAMPLES OF THE URBAN REGENERATION. SAIMA CONSULT LTD, 2018. http://dx.doi.org/10.32008/nordsci2018/b12/v1/15.
Full text
4
Anastasopoulou, Kalliopi, Pasquale Mari, Aimilia Magkanaraki, Emmanouil G. Spanakis, Matteo Merialdo, Vangelis Sakkalis, and Sabina Magalini. "Public and private healthcare organisations." In ICEGOV 2020: 13th International Conference on Theory and Practice of Electronic Governance. New York, NY, USA: ACM, 2020. http://dx.doi.org/10.1145/3428502.3428525.
Full text
5
ZDANOVSKIS, Kristaps. "CHARACTERISTICS OF THE NONGOVERNMENTAL SECTOR IN LATVIA." In RURAL DEVELOPMENT. Aleksandras Stulginskis University, 2018. http://dx.doi.org/10.15544/rd.2017.156.
Full textAbstract:
Nongovernmental organisations (NGOs) have played their role in political processesfor centuries, continuing to expand their activity and engage the public. The NGO sector in Latvia is young in comparison with Western countries. The first organisations emerged in Latvia after the country regainedthe second independence in the 1990s. The NGO sector in Latvia does not differ from that in other countries and has retaining its nature – any organisation is established voluntarily by a group of individuals with similar beliefs to advocate public interests at political level, for non-commercial purposes and with no government influence. Statistical data show the engagement of the public in NGO activities, which is promoted by progress in the world and such opportunities of the digital era as the Internet, mobile applications, social networks or e-platforms that can inform and mobilise the public fast for tackling some problem. As the NGO sector developed and its scope of activity expanded, new problems were identified, e.g. inability to establish a single system for the activity and financial transparency of organisations. To exist in a long-term, NGOs need to adapt to a system. Organisations that have built up experience and made achievements represent future potential for new public activists in their work with public administration entities and decision-makers to meet the public’s needs and in the interests of the public, thus, in cooperation, making a better and wealthier life for the country’s residents. The research aim is to analyse the NGO sector in Latvia. The research employed the following methods: monographic, descriptive, analysis and synthesis, as well as logical construction.
6
Kensah, David, and Aard Groen. "Appropriation of value in biomedical research outcome at public research organisations." In 16th Annual High Technology Small Firms Conference, HTSF 2008. University of Twente, 2008. http://dx.doi.org/10.3990/2.268487997.
Full textAbstract:
Transactions on biomedical research outcomes bring into play strategies that are determined by leveraging resources into quasi-markets and on options based on expectations. To govern such transactions, the choice of appropriate governance structures and the governance of interaction are all too often in remittance of risk and uncertainty. Organisation and communities are prompted by issues concerning intellectual property (IP) to underwrite information, which is inherently fraught with difficulties of discerning ownership and quantifying qualitative business variables. Against that backdrop, we enquire on the mechanisms underpinning value dissipation and value appropriation of biomedical research outcomes to make proposition on the organisational antecedence to innovation. It is a preamble study with the view to developing a meso-level framework to describe mechanisms of value appropriation of upstream biomedical (non-invasive) research at Public Research Organisation. Its underpinning is largely based on the availability appropriability regimes and viability of organizational governance decisions and how the choice of organizational governance form affects both the creation and appropriation of economic value.
7
Bellamy, Martin. "Adoption of Cloud Computing Services by Public Sector Organisations." In 2013 IEEE World Congress on Services (SERVICES). IEEE, 2013. http://dx.doi.org/10.1109/services.2013.50.
Full text
8
Al-Izki, Fathiya, and George R. S. Weir. "Management Attitudes toward Information Security in Omani Public Sector Organisations." In 2016 Cybersecurity and Cyberforensics Conference (CCC). IEEE, 2016. http://dx.doi.org/10.1109/ccc.2016.28.
Full text
9
Carletti, Laura, Tim Coughlan, Jon Christensen, Elizabeth Gerber, Gabriella Giannachi, Stefan Schutt, Rebecca Sinker, and Carlos Denner dos Santos. "Structures for knowledge co-creation between organisations and the public." In the companion publication of the 17th ACM conference. New York, New York, USA: ACM Press, 2014. http://dx.doi.org/10.1145/2556420.2558854.
Full text
10
Honcová, Martina. "The influence of the main financial resources of non-profit sport organisations on their strategy." In 12th International Conference on Kinanthropology. Brno: Masaryk University Press, 2020. http://dx.doi.org/10.5817/cz.muni.p210-9631-2020-32.
Full textAbstract:
Non-profit organisations play a critical role in many societies because they fulfill the needs in areas that are not covered by the public or private sector. The primary purpose of all non-profit organisations is not generating income and, in most cases, the income from their own activities is not enough to survive. Therefore, they are forced to look for additional ways of funding and are dependent on them. These types of financial resources can be divided into two main groups – internal and external resources. Income from own activities and member-ship fees can be an example of internal resources. Subsidies from the state or municipalities, sponsorship money, and donations are part of organisations’ external resources. The main aim of this paper is to reveal the influence of different types of financial resources of non-profit sport organisations on their strategy. The article applies general findings for non-profit organ-isations from the paper of Stone, Bigelov, and Crittenden (1999) on “Research on strategic management in non-profit organisations” on the organisations from the sport area. Funding and financial resources may influence the components of a strategic process: formulation, content, and implementation. This paper focuses on the extent in which funding and financial resources affect the organisation’s strategic management and describes the influence of different types of financial resources on non-profit sport organisations’ strategy by reviewing a range of studies on the strategic process and funding of non-profit organizations that are applicable in sports. The article summarizes different findings and issues that have been de-scribed and published in the pre-reviewed academic journals with no restriction on the date of the issue.
Reports on the topic "Public organisations"
1
Fuenzalida, Javier, Margarita Gómez, Pedro Arcain Riccetto, and Pia Iocco Barias. ADDRESSING CHALLENGES TO REMOTE AND HYBRID WORKING IN PUBLIC ORGANISATIONS. People in Government Lab, June 2022. http://dx.doi.org/10.35489/bsg-peoplegov-rp_2022/002.
Full text
2
Granda Tandazo, CV, FY Paladines Galarza, and AV Velásquez Benavides. Digital strategic communication in Ecuador’s public organisations. Current state and future projection. Revista Latina de Comunicación Social, February 2016. http://dx.doi.org/10.4185/rlcs-2016-1092en.
Full text
3
Musa, Padde, Zita Ekeocha, Stephen Robert Byrn, and Kari L. Clase. Knowledge Sharing in Organisations: Finding a Best-fit Model for a Regulatory Authority in East Africa. Purdue University, November 2021. http://dx.doi.org/10.5703/1288284317432.
Full textAbstract:
Knowledge is an essential organisational asset that contributes to organisational effectiveness when carefully managed. Knowledge sharing (KS) is a vital component of knowledge management that allows individuals to engage in new knowledge creation. Until it’s shared, knowledge is considered useless since it resides within the human brain. Public organisations specifically, are more involved in providing and developing knowledge and hence can be classified as knowledge-intensive organisations. Scholarly research conducted on KS has proposed a number of models to help understand the KS process between individuals but none of these models is specifically for a public organisation. Moreover, to really reap the benefits that KS brings to an organization, it’s imperative to apply a model that is attributable to the unique characteristics of that organisation. This study reviews literature from electronic databases that discuss models of KS between individuals. Factors that influence KS under each model were isolated and the extent of each of their influence on KS in a public organization context, were critically analysed. The result of this analysis gave rise to factors that were thought to be most critical in understanding KS process in a public sector setting. These factors were then used to develop a KS model by categorizing them into themes including organisational culture, motivation to share and opportunity to share. From these themes, a KS model was developed and proposed for KS in a medicines regulatory authority in East Africa. The project recommends that an empirical study be conducted to validate the applicability of the proposed KS model at a medicines regulatory authority in East Africa.
4
Jore Ali, Aisha, Javier Fuenzalida, Margarita Gómez, and Martin Williams. FOUR LENSES ON PEOPLE MANAGEMENT IN THE PUBLIC SECTOR. People in Government Lab, May 2021. http://dx.doi.org/10.35489/bsg-peoplegov-wp_2021/001.
Full textAbstract:
We review the literature on people management and performance in organisations across a range of disciplines, identifying aspects of management where there is clear evidence about what works as well as aspects where the evidence is mixed or does not yet exist. We organise our discussion by four lenses, or levels of analysis, through which people management can be viewed: (i) individual extrinsic, intrinsic, and psychological factors; (ii) organisational people management, operational management, and culture; (iii) team mechanisms, composition and structural features; and (iv) relationships, including networks, leadership, and individuals’ relationships to their job and tasks. Each of these four lenses corresponds not only to a body of literature but also to a set of management tools and approaches to improving public employees’ performance; articulating the connections across these perspectives is an essential frontier for research. We find that existing people management evidence and practice have overemphasised formal management tools and financial motivations at the expense of understanding how to leverage a broader range of motivations, build organisational culture, and use informal and relational management practices. We suggest that foregrounding the role of relationships in linking people and performance – relational public management – may prove a fertile and interdisciplinary frontier for research and practices.
5
Bourdeau, Simon, Thibault Coulon, Amandine Pascal, and Mathieu Templier. Innovation ouverte et écosystème d’innovation : Implications pour le secteur public. CIRANO, 2022. http://dx.doi.org/10.54932/nibf5951.
Full textAbstract:
Le déploiement d’initiatives d’innovation ouverte représente, pour tous types d’organisations et plus particulièrement pour les organisations du secteur public (OSP), une aventure risquée et exigeante. La présente étude a identifié 17 défis, regroupés dans quatre catégories, liés au déploiement d’IO : 1) Collaboration inter-organisationnelle, 2) Processus d’innovation, 3) Implication des citoyens et 4) Données et technologies, ainsi que 18 bonnes pratiques/actions organisationnelles permettant d’augmenter les probabilités de succès. Finalement, deux études de cas, PULSAR et Cité de l’innovation et des savoirs Aix-Marseille (CISAM) , ont été réalisées, afin de mieux comprendre comment ces pratiques peuvent répondre aux défis, tout en en favorisant la création de valeur lors du cycle d'innovation.
6
Rocha, Camila. The New Brazilian Right and the Public Sphere. Maria Sibylla Merian International Centre for Advanced Studies in the Humanities and Social Sciences Conviviality-Inequality in Latin America, 2021. http://dx.doi.org/10.46877/rocha.2021.32.
Full textAbstract:
This paper traces the origins of the New Brazilian Right, regarding the emergence of new leaders, new forms of expression and organization, as well as new sets of ideas, namely libertarianism and anti-globalism. Based on more than thirty in-depth interviews, conducted between 2015 and 2019 with right-wing leaders and activists; on a collection of historical data from right-wing organisations’ archives between 2015 and 2018, and on public data, I argue that this phenomenon started in the mid-2000s, after the onset of a corruption scandal related to the Partido dos Trabalhadores (PT) and the dissemination of the pioneering social network Orkut in Brazil. This social network, founded in 2004, preceded Facebook’s popularity in Brazil and enabled the creation of alternative and disruptive spaces of debate, referred to here as “counterpublics”. By mid- to late 2010s, during the 2014 protests for the impeachment of Dilma Rousseff and Jair Bolsonaro’s 2018 presidential campaign, this emerging new right would be at full throttle.
7
P., DALLA VILLA. Overcoming the impact of COVID-19 on animal welfare: COVID-19 Thematic Platform on Animal Welfare. O.I.E (World Organisation for Animal Health), October 2020. http://dx.doi.org/10.20506/bull.2020.nf.3137.
Full textAbstract:
The World Organisation for Animal Health (OIE) represents 182 countries with a focus on animal health, animal welfare and veterinary public health. The OIE has several Collaborating Centres that support the work of the organisation. The Istituto Zooprofilattico Sperimentale dell’Abruzzo e del Molise ‘Giuseppe Caporale’ (IZSAM) is the Secretariat for the OIE Collaborating Centre Network on Veterinary Emergencies (EmVetNet). In April 2020, the IZSAM initiated a COVID-19 Thematic Platform on Animal Welfare. The working group represented the EmVetNet Collaborating Centres, international institutions, veterinary associations, authorities and animal welfare organisations. Lincoln Memorial University College of Veterinary Medicine recruited summer research students whom catalogued over 1,200 animal welfare related reports and provided 64 report narratives for the working group. IZSAM launched the EmVetNet website (https://emvetnet.izs.it) for public and private exchange of information, materials, and guidelines related to veterinary emergencies. The EmVetNet COVID-19 Thematic Platform on Animal Welfare continues to meet to address emerging issues, strengthen the network for future emergencies, and share information with stakeholders including national Veterinary Services responding to the epidemic.
8
P., DALLA VILLA. Overcoming the impact of COVID-19 on animal welfare: COVID-19 Thematic Platform on Animal Welfare. O.I.E (World Organisation for Animal Health), October 2020. http://dx.doi.org/10.20506/bull.2020.nf.3137.
Full textAbstract:
The World Organisation for Animal Health (OIE) represents 182 countries with a focus on animal health, animal welfare and veterinary public health. The OIE has several Collaborating Centres that support the work of the organisation. The Istituto Zooprofilattico Sperimentale dell’Abruzzo e del Molise ‘Giuseppe Caporale’ (IZSAM) is the Secretariat for the OIE Collaborating Centre Network on Veterinary Emergencies (EmVetNet). In April 2020, the IZSAM initiated a COVID-19 Thematic Platform on Animal Welfare. The working group represented the EmVetNet Collaborating Centres, international institutions, veterinary associations, authorities and animal welfare organisations. Lincoln Memorial University College of Veterinary Medicine recruited summer research students whom catalogued over 1,200 animal welfare related reports and provided 64 report narratives for the working group. IZSAM launched the EmVetNet website (https://emvetnet.izs.it) for public and private exchange of information, materials, and guidelines related to veterinary emergencies. The EmVetNet COVID-19 Thematic Platform on Animal Welfare continues to meet to address emerging issues, strengthen the network for future emergencies, and share information with stakeholders including national Veterinary Services responding to the epidemic.
9
Price, Roz. Taxation and Public Financial Management of Mining Revenue in the Democratic Republic of Congo. Institute of Development Studies (IDS), October 2021. http://dx.doi.org/10.19088/k4d.2021.144.
Full textAbstract:
This rapid review provides a summary of the evidence on the taxation and public financial management of mining revenues in the Democratic Republic of Congo (DRC). This is a very complex topic, with a large and growing literature base, a huge interest by donors, non-governmental organisations and businesses, with some conflicting information at times. In particular, specific data on provincial budgets and spending was not identified during this review. No specific information on public financial management in either of these provinces was identified during the course of this review. Given the burgeoning size of the literature base and the complexity of the mining sector in the DRC, this rapid review only provides a snapshot of the literature. It draws on academic, grey and donor literature sources. Some papers for further reading are highlighted. The report first provides a brief background discussion of general taxation in the DRC, the decentralisation process, and provincial public revenue management. The next section provides general information on the mining sector in the DRC, including the regulatory system and official duties, royalties and tax provisions. Section 4 goes into more detail about taxation and rent-seeking in the mining sector, touching on both large-scale mining (LSM) and artisanal and small-scale mining (ASM). The next section looks at smuggling of minerals in the DRC, with a focus on gold. Finally, some specific lessons learned were drawn from two World Bank projects and highlighted in the final section. Lessons and experiences from other mining-related projects are also highlighted throughout the report. Literature in French was not included in this rapid review, which may mean that some key documents were omitted.
10
Gupte, Jaideep, Louise Clark, Debjani Ghosh, Sarath Babu, Priyanka Mehra, Asif Raza, Vaibhav Sharma, et al. Embedding Community Voice into Smart City Spatial Planning. Institute of Development Studies, February 2022. http://dx.doi.org/10.19088/ids.2022.005.
Full textAbstract:
Public participation in spatial planning is a vital means to successful policymaking and can be enhanced by combining geospatial methods with participatory learning and action. Based on a pilot study in Bhopal, India involving urban authorities, civil society organisations and experts in an informal settlement during Covid-19 lockdowns, we find that the obstacles to sustaining public participation are not technological, but arise from a lack of awareness of the added value of ‘second order solutions’. We outline key approaches that emphasise short-term, feasible, and low-cost ways to embed community voice into participatory spatial planning.