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Reginald Ugaddan, Hyun-Gyu Oh and Sung-Min Park
Sungkyunkwan University Entrepreneurship has been a core interest in public administration theory and practice. The focus on entrepreneurial practices is important because it may address the increasing demand to effectively and efficiently enhance government performance. Some perceive that shifting organizational strategies towards innovation may encourage or undermine individual motivation and behavior. While various studies evaluated the consequences of entrepreneurial orientation (EO) in the organization, the process through which they influence employees’ public service motivation (PSM) and organizational commitment (OC) has received less attention. To address this gap, the study examines the relationship of entrepreneurial leadership, entrepreneurial orientation, PSM, and OC in a dataset of Korean civil servants. Results suggest that EO is associated with PSM and OC. PSM partially mediated the relationship of EO and OC. Finally, the article points out the study’s theoretical, empirical, and practical implications and directions for future research.
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Elias A. Shahda
University of Gloucestershire The widespread infusion of pro-market and business management principles into the public sector has impeded the behavior of civil servants who are motivated by intrinsic motives, not external ones. Besides, the infusion of such principles caused great threats to basic values of the civil service, like equity, fairness, justice, accountability, impartiality, political neutrality, public welfare, and other values related to the public sector. From here, public service motivation (PSM) emanates as a reaction against these principles/techniques in the civil service. PSM has been studied in different developed countries; however, it was almost ignored in developing countries, especially Arab states. This study focuses on two significant under-theorized areas: the conceptualization of PSM in the Lebanese civil service, and the identification of an external dimension (political factors) and its role in facilitating or obstructing the development of this construct. YiJia Jing
Fudan University and YeFeu Hu Tsinghua University Collaborative governance (CG) with nonprofits has been sought around the world by governments looking for innovative ways to deal with complex public and social issues. Yet, it has been a generic difficulty for governments to promote and forge CG, especially in contexts without a strong nonprofit tradition. This article, by using field studies in Shanghai of China, argues that multiple mechanisms may arise from service contracting and induce collaborative governance through an unintended learning process. Service contracting helps cultivate mutual trust between governments and nonprofits, enhances organizational development in nonprofits, and gives them an opportunity to engage in community governance networks. These spontaneous mechanisms create nonprofit collaborators that make public decisions, enforce regulatory functions, and influence community governance. Public managers may make conscious policy and management efforts to consolidate the enabling and facilitating elements of contracting in order to maximize its potential to forge collaborative governance. Prabhat Datta
Institute of Development Studies Kolkata Borne out of the prevailing socio-economic context in 20th century India and the growing disenchantment in electoral politics by the middle class, the Left Front Government (LFG) in West Bengal emerged to become one of the longest-surviving leftist regimes in the world, spanning over three decades in existence. The landless and marginalized, which became the focus of LFG for its rural development policies, initially constituted a strong electoral base. However, support for the LFG waned in recent years, following crises in leadership at the local level and internal weaknesses in the democratic processes and institutions that LFG established in the villages. Using the liberalist pluralist framework of democratic decentralization as its analytic lens, this article discusses the challenges faced by the LFG, and how social, political, and institutional factors eventually led to its decline in the recent years. Prabhat Datta
Institute of Development Studies Kolkata and Pan-Suk Kim Yonsei University After the Second World War, developing countries came under the influence of American scholarship through exchange programs, funding of public administration institutions, and direct consulting by American development experts. As other developing countries established similar institutions, India’s then-Prime Minister, Pandit Jawaharlal Nehru, established the Indian Institute of Public Administration in March 1954 based on the recommendations of a survey carried out in 1953 by American scholar, Paul H. Appleby, then Dean of the Maxwell School of Citizenship and Public Affairs at Syracuse University in the USA. Since then, Indian public administration has developed significantly in both quality and quantity of research and professional education. However, there are many issues to consider for further development. Accordingly, this article tackles such matters in reviewing the spread of American influence in India and the status of public administration as a discipline, and, then, discusses the neo-liberal and technological phase and its administrative implications. |
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