@article{HammerschmidLoeffler, author = {Hammerschmid, Gerhard and L{\"o}ffler, Lorenz}, title = {The Implementation of Performance Management in European Central Governments: More a North-South than an East-West Divide}, series = {NISPAcee Journal of Public Administration and Policy}, volume = {8}, journal = {NISPAcee Journal of Public Administration and Policy}, number = {2}, publisher = {De Gruyter Open}, address = {Berlin}, issn = {1338-4309}, doi = {10.1515/nispa-2015-0008}, url = {http://nbn-resolving.de/urn:nbn:de:kobv:b1570-opus4-17081}, pages = {49 -- 68}, abstract = {This article presents the first country-comparative evidence on the importance and use of performance management in European central governments, based on an executive survey conducted in 17 countries. The data confirm that performance management has made its way into European central governments and continues to constitute a major reform trend. At the organizational level of ministries and agencies we find a consistently strong use of strategic planning, performance appraisal and management objectives, along with only a partial institutionalization of a performance-management logic. Scepticism towards measurement and the difficulty of acting upon performance information are persistent challenges. We also find that performance-management implementation is significantly stronger in agencies and larger organizations, and that it varies strongly between different countries. Implementation is substantially higher in Scandinavian countries and Anglo-Saxon countries than in Continental and Southern European countries, with a rather varied pattern for Central and Eastern European countries. The findings thereby confirm the need for a more context-sensitive understanding of performance management, along with the need for more extensive research and evidence to further develop this cross-comparative European perspective.}, language = {en} } @article{HammerschmidLoefflerHuebneretal., author = {Hammerschmid, Gerhard and L{\"o}ffler, Lorenz and H{\"u}bner, Stefanie and Schuster, Ferdinand}, title = {Kreisgebietsreform in Mecklenburg-Vorpommern - Ein Erfolgsbeispiel f{\"u}r andere?}, series = {Verwaltung und Management}, volume = {21}, journal = {Verwaltung und Management}, number = {4}, publisher = {Nomos}, address = {Baden-Baden}, issn = {0947-9856}, doi = {10.5771/0947-9856-2015-4-182}, pages = {182 -- 191}, abstract = {Der Beitrag analysiert die Kreisgebietsreform in Mecklenburg-Vorpommern. {\"A}hnlich wie bei anderen Gebietsreformen der Vergangenheit wurde diese mit zu erwartenden finanziellen „Reformrenditen" begr{\"u}ndet, obwohl die bisherigen Untersuchungen zu solchen Effekten als wenig belastbar erscheinen. Als Ergebnis der Reform in Mecklenburg-Vorpommern lassen sich einzelne Verbesserungen etwa im Bereich Personalentwicklung feststellen, die allerdings deutlich hinter den Erwartungen zur{\"u}ckliegen. Die finanzielle Lage der neu geschaffenen Großkreise hat sich nicht zum Vorteil entwickelt, w{\"a}hrend sich das politische Gewicht der Landr{\"a}te in der Landespolitik erh{\"o}ht hat. Klar feststellbar ist, dass weder eine durchgreifende Funktionalreform noch eine kommunale Gebietsreform unterhalb der Kreisebene in ausreichender Form umgesetzt wurden. Es bleibt Skepsis, ob die neuen Strukturen die Resilienz der Verwaltung gegen{\"u}ber dem demografischen Wandel erh{\"o}hen, auch wenn dies noch nicht abschließend beurteilt werden kann.}, language = {de} } @article{HammerschmidLoefflerCanzler, author = {Hammerschmid, Gerhard and L{\"o}ffler, Lorenz and Canzler, M.}, title = {Herausforderungen der Zukunft eher verwaltungsintern?: Ergebnisse einer bundesweiten Befragung von Verwaltung und Wirtschaft}, series = {Innovative Verwaltung}, volume = {37}, journal = {Innovative Verwaltung}, number = {7-8}, publisher = {Springer Professional}, address = {Wiesbaden}, pages = {28 -- 32}, abstract = {Im Vorfeld des diesj{\"a}hrigen Zukunftskongresses wurden im Rahmen der Studie „Zukunftspanel Staat \& Verwaltung 2015" die gr{\"o}ßten Herausforderungen f{\"u}r den {\"o}ffentlichen Sektor ermittelt. Dazu wurden F{\"u}hrungskr{\"a}fte aus Verwaltungen und aus der Wirtschaft befragt.}, language = {de} } @article{Hammerschmid, author = {Hammerschmid, Gerhard}, title = {Zusammenarbeit und Koordination als neues Leitbild der Verwaltungsmodernisierung}, series = {Public Governance: Zeitschrift f{\"u}r {\"o}ffentliches Management}, volume = {10}, journal = {Public Governance: Zeitschrift f{\"u}r {\"o}ffentliches Management}, number = {3}, publisher = {Institut f{\"u}r den {\"o}ffentlichen Sektor}, address = {Berlin}, issn = {1866-4431}, url = {http://nbn-resolving.de/urn:nbn:de:kobv:b1570-opus4-6591}, pages = {19 -- 20}, abstract = {Stetig neue Anforderungen an die Leistungsf{\"a}higkeit und gleichzeitig steigender Kostendruck sind bereits seit Jahrzehnten die zentralen Herausforderungen {\"o}ffentlicher Verwaltungen und Ausl{\"o}ser von Ver{\"a}nderungen. Im Hinblick auf Erfolg versprechende L{\"o}sungen und Maßnahmen zeichnet sich dabei in den letzten Jahren allerdings eine interessante Schwerpunktverschiebung ab: bei den derzeitigen Reformdiskussionen in Europa stehen vor allem die Verbesserung sowie neue Formen der Zusammenarbeit und Koordination im Vordergrund. Zwei aktuelle Studien best{\"a}tigen hierbei einen klaren Handlungsbedarf in Deutschland.}, language = {de} } @article{HammerschmidVandeWalleŠtimacetal., author = {Hammerschmid, Gerhard and Van de Walle, Steven and Štimac, Vid and Oprisor, Anca}, title = {How do top public sector executives rate reforms?}, series = {Public}, volume = {29}, journal = {Public}, editor = {ESADE's Institute of Public Management (IDGP),}, abstract = {Recent decades have seen a range of public sector reforms, focusing on diverse aspects. Some of these reforms have had a structural dimension and include privatisation, downsizing and outsourcing, while others have focused on aspects such as improving access and transparency, collaboration, and innovation. This contribution explores how public sector executives rate administrative reforms in their country on a number of dimensions. It presents preliminary findings from an academic survey among 3,173 top public sector executives in 10 European countries.}, language = {en} } @article{Hammerschmid, author = {Hammerschmid, Gerhard}, title = {Leistungsorientierte Steuerung von Vollzugsbeh{\"o}rden}, series = {Public Governance: Zeitschrift f{\"u}r {\"o}ffentliches Management}, volume = {9}, journal = {Public Governance: Zeitschrift f{\"u}r {\"o}ffentliches Management}, number = {4}, publisher = {Institut f{\"u}r den {\"o}ffentlichen Sektor}, address = {Berlin}, issn = {1866-4431}, pages = {15 -- 18}, abstract = {Mit der St{\"a}rkung der Autonomie und Verselbstst{\"a}ndigung von Verwaltungseinheiten sowie der Einf{\"u}hrung einer leistungsorientierten Steuerung dieser Einheiten verfolgen viele europ{\"a}ische Staaten das Ziel eines verbesserten Vollzugs staatlicher Aufgaben. Aufbauend auf den Ergebnissen eines internationalen Forschungsprojekts werden in diesem Beitrag die Relevanz und Erfolge dieser Reformen n{\"a}her beleuchtet und erste Schlussfolgerungen f{\"u}r die deutsche Verwaltungspraxis abgeleitet.}, language = {de} } @article{HammerschmidSchuster, author = {Hammerschmid, Gerhard and Schuster, Ferdinand}, title = {Rating-Agenturen uneins - also alles in Ordnung?}, series = {Public Governance: Zeitschrift f{\"u}r {\"o}ffentliches Management}, volume = {9}, journal = {Public Governance: Zeitschrift f{\"u}r {\"o}ffentliches Management}, number = {3}, publisher = {Institut f{\"u}r den {\"o}ffentlichen Sektor}, address = {Berlin}, issn = {1866-4431}, url = {http://nbn-resolving.de/urn:nbn:de:kobv:b1570-opus4-6654}, pages = {19 -- 20}, abstract = {Der Bl{\"a}tterwald hat gerauscht, als am sp{\"a}ten Abend des 23.7.2012 die Rating-Agentur Moody's bekannt gab, den Ausblick f{\"u}r die Bonit{\"a}t der Bundesrepublik Deutschland gemeinsam mit den Niederlanden und Luxemburg von „stabil" auf „negativ" zu setzen. Zwar verf{\"u}gt Deutschland immer noch {\"u}ber die Bestnote „aaa", aber der Schock saß tief. Sollte auch Deutschland, wie schon zuvor die USA und Frankreich, bald nicht mehr zur - schrumpfenden - Zahl der staatlichen Top-Schuldner gerechnet werden k{\"o}nnen?}, language = {de} } @article{Hammerschmid, author = {Hammerschmid, Gerhard}, title = {'Responsive Government' als neues Leitbild der Verwaltungsmodernisierung?}, series = {Public Governance: Zeitschrift f{\"u}r {\"o}ffentliches Management}, volume = {8}, journal = {Public Governance: Zeitschrift f{\"u}r {\"o}ffentliches Management}, number = {3}, publisher = {Institut f{\"u}r den {\"o}ffentlichen Sektor}, address = {Berlin}, issn = {1866-4431}, url = {http://nbn-resolving.de/urn:nbn:de:kobv:b1570-opus4-6664}, pages = {19 -- 20}, abstract = {Gerade in Zeiten, die prim{\"a}r von Einsparungen gepr{\"a}gt sind, ist es wichtig, auch {\"u}ber zuk{\"u}nftige Entwicklungslinien des {\"o}ffentlichen Dienstes jenseits tagesaktueller Dringlichkeiten nachzudenken. Und wenn man hier einen Blick {\"u}ber die deutschen Grenzen hinaus auf internationale Entwicklungen und Diskussionen wirft, scheint eine Idee besonders stark im Vordergrund zu stehen: die einer verst{\"a}rkten Außenorientierung und {\"O}ffnung der {\"o}ffentlichen Verwaltungen gegen{\"u}ber dem B{\"u}rger und der Gesellschaft.}, language = {de} } @article{HammerschmidRoeberProelleretal., author = {Hammerschmid, Gerhard and R{\"o}ber, Manfred and Proeller, Isabella and Reichard, Christoph}, title = {Verwaltungsf{\"u}hrung heute: Ergebnisse einer F{\"u}hrungskr{\"a}ftebefragung in Bund und L{\"a}ndern}, series = {Public Governance: Zeitschrift f{\"u}r {\"o}ffentliches Management}, volume = {6}, journal = {Public Governance: Zeitschrift f{\"u}r {\"o}ffentliches Management}, number = {2}, publisher = {Institut f{\"u}r den {\"o}ffentlichen Sektor}, address = {Berlin}, issn = {1866-4431}, url = {http://nbn-resolving.de/urn:nbn:de:kobv:b1570-opus4-6679}, pages = {6 -- 11}, abstract = {Der Bedarf einer Modernisierung der {\"o}ffentlichen Verwaltungen ist angesichts der aktuellen Finanzsituation der {\"o}ffentlichen Hand aktueller denn je und stellt insbesondere an die F{\"u}hrungskr{\"a}fte des {\"o}ffentlichen Dienstes neue Anforderungen. Auf Basis einer deutschlandweiten Erhebung auf Bundes- und L{\"a}nderebene wurden im Zeitraum von Februar bis Juni 2009 erstmalig die Erfahrungen der F{\"u}hrungskr{\"a}fte mit Fragen der Verwaltungsf{\"u}hrung und -modernisierung systematisch untersucht. Die Studie ist ein Gemeinschaftsprojekt der Professoren Gerhard Hammerschmid (Hertie School of Governance), Manfred R{\"o}ber (Universit{\"a}t Leipzig) sowie Isabella Proeller und Christoph Reichard (beide Universit{\"a}t Potsdam) mit Unterst{\"u}tzung des Instituts f{\"u}r den {\"o}ffentlichen Sektor.}, language = {de} } @article{Hammerschmid, author = {Hammerschmid, Gerhard}, title = {Vom linearen zum intelligenten Sparen}, series = {Public Governance: Zeitschrift f{\"u}r {\"o}ffentliches Management}, volume = {6}, journal = {Public Governance: Zeitschrift f{\"u}r {\"o}ffentliches Management}, number = {1}, publisher = {Institut f{\"u}r den {\"o}ffentlichen Sektor}, address = {Berlin}, issn = {1866-4431}, url = {http://nbn-resolving.de/urn:nbn:de:kobv:b1570-opus4-6687}, pages = {21 -- 22}, abstract = {Sowohl in Deutschland als auch im europ{\"a}ischen Ausland setzt sich zunehmend die Einsicht durch, dass f{\"u}r {\"o}ffentliche Verwaltungen Einsparungen und Budgetkonsolidierung die zentralen Herausforderungen der n{\"a}chsten Jahre sind. Die aktuelle Finanzkrise hat den budget{\"a}ren Druck auf die {\"o}ffentliche Hand nochmals deutlich versch{\"a}rft. Ver{\"a}nderte Aufgaben, wegbrechende Einnahmen und die neue Schuldenregel zwingen die {\"o}ffentliche Hand zu Sparmaßnahmen. Allein auf Bundesebene m{\"u}ssen bis 2016 j{\"a}hrlich 10 Milliarden Euro eingespart werden. Die F{\"u}hrungskr{\"a}fte der Verwaltung sind sich dieser schwierigen Aufgabe bewusst: Eine k{\"u}rzlich durchgef{\"u}hrte F{\"u}hrungskr{\"a}ftebefragung in der staatlichen Verwaltung in Deutschland hat klar gezeigt, dass budget{\"a}rer Druck als die wichtigste Herausforderung der n{\"a}chsten Dekade gesehen wird.}, language = {de} } @article{Hammerschmid, author = {Hammerschmid, Gerhard}, title = {Verwaltungsmodernisierung auf Bundesebene: Quo vadis?}, series = {Public Governance: Zeitschrift f{\"u}r {\"o}ffentliches Management}, volume = {7}, journal = {Public Governance: Zeitschrift f{\"u}r {\"o}ffentliches Management}, number = {3}, publisher = {Institut f{\"u}r den {\"o}ffentlichen Sektor}, address = {Berlin}, issn = {1866-4431}, url = {http://nbn-resolving.de/urn:nbn:de:kobv:b1570-opus4-6694}, pages = {20 -- 21}, abstract = {Wahlen und Regierungswechsel sind ein guter Zeitpunkt, um Res{\"u}mee zu ziehen und sich neuer Herausforderungen bewusst zu werden. Im Hinblick auf die in den letzten Jahren etwas ins Hintertreffen geratene Verwaltungsmodernisierung f{\"a}llt die Beurteilung der letzten Monate jedoch eher ern{\"u}chternd aus.}, language = {de} } @article{Hammerschmid, author = {Hammerschmid, Gerhard}, title = {Schnittstellen st{\"a}rken: Kooperation zwischen Staat und Wirtschaft als Chance}, series = {MBA Magazin}, journal = {MBA Magazin}, number = {3}, publisher = {SWOP}, address = {Berlin}, pages = {16 -- 17}, language = {de} } @article{Hammerschmid, author = {Hammerschmid, Gerhard}, title = {Mangementkonzepte in der {\"o}ffentlichen Verwaltung: mehr als eine Modeerscheinung}, series = {Public Governance: Zeitschrift f{\"u}r {\"o}ffentliches Management}, volume = {4}, journal = {Public Governance: Zeitschrift f{\"u}r {\"o}ffentliches Management}, number = {3}, publisher = {Institut f{\"u}r den {\"o}ffentlichen Sektor}, address = {Berlin}, issn = {1866-4431}, url = {http://nbn-resolving.de/urn:nbn:de:kobv:b1570-opus4-6722}, pages = {4 -- 5}, abstract = {In regelm{\"a}ßigen Abst{\"a}nden wird die {\"o}ffentliche Verwaltung mit „neuen", vermeintlich Erfolg versprechenden Managementkonzepten konfrontiert: Benchmarking, strategisches Management, Balanced Scorecard oder das Common Assessment Framework heute, Neues Steuerungsmodell, Produkte, Kosten- und Leistungsrechnung, Controlling oder Leistungskennzahlen Mitte der 90er-Jahre. Die Namen wechseln, das Ph{\"a}nomen bleibt: Die Konzepte entstammen zumeist der Privatwirtschaft und werden mit einem stark einfordern den Modernisierungsanspruch pr{\"a}sentiert, dem man sich nur schwer entziehen kann.}, language = {de} } @article{HammerschmidAshworthFerlieetal., author = {Hammerschmid, Gerhard and Ashworth, Rachel and Ferlie, Ewan and Moon, M. Jae and Reay, Trish}, title = {Theorizing Contemporary Public Management: International and Comparative Perspectives}, series = {BJM - British Journal of Management (Special Issue)}, volume = {24}, journal = {BJM - British Journal of Management (Special Issue)}, number = {S1}, publisher = {Wiley-Blackwell}, address = {Oxford [u.a.]}, issn = {1467-8551}, doi = {10.1111/1467-8551.12035}, pages = {1 -- 17}, abstract = {Ten years ago, the British Journal of Management devoted a special issue to public sector management. The issue identified a series of characteristics associated with public management research, most notably a strong organizational behaviour orientation, a qualitative bent and a predominant healthcare and UK focus. That special issue voiced a 'call to arms' for public management researchers to speak more directly to management research, elucidate a more nuanced account of public management reform, adopt a more explicit theoretical basis and become more internationally comparative. This paper provides a comment on progress against these objectives. We find that public management research has become more diverse, often characterized by an international focus and a wide range of methodological approaches. The paper echoes concerns regarding an increasingly one-way relationship with general management studies but highlights a more reciprocal connection with organization studies. In doing so, we emphasize three sections of organization scholarship in particular - sociological institutionalism, Foucauldianism and theories of identity. We demonstrate that engagement with these perspectives has improved our understanding of public service reforms and provided opportunities for theoretical contributions beyond the field of public management. The paper concludes with reflections on future public management research.}, language = {en} } @article{HammerschmidvandeWalleStimac, author = {Hammerschmid, Gerhard and van de Walle, Steven and Stimac, Vid}, title = {Internal and external use of performance information in public organizations: results from an international survey}, series = {Public Money \& Management}, volume = {33}, journal = {Public Money \& Management}, number = {4}, publisher = {Taylor \& Francis}, address = {London [u.a.]}, doi = {10.1080/09540962.2013.799803}, pages = {261 -- 268}, abstract = {This paper analyses how public managers use performance information. A sample of over 3,100 high-level public sector executives from six European countries, provided evidence of significant country variations. Considerable variations were also found in patterns of use in different policy fields; and performance indicators were not used as often in central government as in local and regional government. Implementation of performance management instruments in an organization had a strong effect on the actual use of performance information.}, language = {en} } @article{HammerschmidMeyerEggerPeitleretal., author = {Hammerschmid, Gerhard and Meyer, Renate and Egger-Peitler, Isabella and H{\"o}llerer, Markus}, title = {Of Bureaucrats and Passionate Public Managers: Institutional Logics, Executive Identities, and Public Service Motivation}, series = {Public Administration}, volume = {92}, journal = {Public Administration}, number = {4}, publisher = {Wiley-Blackwell}, address = {Oxford}, doi = {10.1111/j.1467-9299.2012.02105.x}, pages = {861 -- 885}, abstract = {Over recent decades, a number of managerial reform initiatives in continental Europe have aimed at moving away from the traditional Weberian model of public administration. Such shifting bases of legitimacy are brought about by changes in the institutional logics in place, which not only provide frames of reference but also social identities and vocabularies of motive for the actors in the field. In this article, we approach the expanding research on public service motivation (PSM) by employing an institutional prism. Based on an executive survey in a continental European context, we examine the assumption that high PSM is associated with the traditional ethos and social identity in the public sector. What we find is that a Weberian legalistic-bureaucratic logic supports neither a high attraction to policy-making nor a high level of compassion. A managerial orientation, on the other hand, entails significantly higher scores on these two dimensions, as well as on overall PSM.}, language = {en} } @article{HammerschmidProellerReichardetal., author = {Hammerschmid, Gerhard and Proeller, Isabella and Reichard, Christoph and R{\"o}ber, Manfred}, title = {Verwaltungsf{\"u}hrung in der deutschen Bundes- und Landesverwaltung: Ergebnisse einer F{\"u}hrungskr{\"a}ftebefragung}, series = {Verwaltung \& Management : VM}, volume = {17}, journal = {Verwaltung \& Management : VM}, number = {2}, publisher = {Nomos}, address = {Baden-Baden}, issn = {0947-9856}, doi = {10.5771/0947-9856-2011-2-67}, pages = {67 -- 72}, abstract = {Moderne Verwaltungsf{\"u}hrung befindet sich im Umbruch. Angesichts der aktuellen Finanzsituation der {\"o}ffentlichen Hand lastet ein starker Konsolidierungsdruck auf den Verantwortlichen. Daher spielen Reformen in der {\"o}ffentlichen Verwaltung nach wie vor eine wichtige Rolle. Doch wo sehen F{\"u}hrungskr{\"a}fte selbst Ansatzpunkte f{\"u}r Reformen und wie beurteilen sie die bisherigen Ergebnisse? Wo liegen ihrer Ansicht nach gegenw{\"a}rtige St{\"a}rken und Schw{\"a}chen der {\"o}ffentlichen Verwaltung? Was sind f{\"u}r sie die gr{\"o}ßten Herausforderungen in naher Zukunft? - Eine F{\"u}hrungskr{\"a}ftebefragung in deutschen Bundes- und Landesministerien ging diesen Fragen nach.}, language = {de} } @article{HammerschmidMeyer, author = {Hammerschmid, Gerhard and Meyer, Renate E.}, title = {The degree of decentralization and individual decision making in central government human resource management: A European comparative perspective}, series = {Public Administration : an international journal}, volume = {88}, journal = {Public Administration : an international journal}, number = {2}, publisher = {Wiley-Blackwell}, address = {Oxford [u.a.]}, issn = {0033-3298}, doi = {10.1111/j.1467-9299.2009.01798.x}, pages = {455 -- 478}, abstract = {This article reports a comparative study of human resource management (HRM) practices in Europe. We focus on the extent to which decision-making authority is decentralized, that is, passed down to management, and individualized in the sense of being in the discretion of a single decision maker. Using these two dimensions, this paper gives a picture of the distinct way HR decision-making practices are organized in Europe: although decentralization has been a common goal of modernization initiatives, we still find a rather high degree of centralization. Moreover, we find that decentralized decision making frequently goes hand in hand with a higher degree of shared decision making. In addition, we examine the influence of several cultural and institutional factors to address the question of embeddedness in more detail. Our results show that national culture, administrative traditions and institutional arrangements play an important role as explanatory factors for the organization of HR decision-making in Europe.}, language = {en} } @article{HammerschmidStemmler, author = {Hammerschmid, Gerhard and Stemmler, Robert}, title = {Programmsteuerung in Mehrebenensystem Deutschlands}, series = {Verwaltung \& Management : VM}, volume = {16}, journal = {Verwaltung \& Management : VM}, number = {3}, publisher = {Nomos Verl.-Ges.}, address = {Baden-Baden}, issn = {0947-9856}, doi = {10.5771/0947-9856-2010-3-121}, pages = {121 -- 127}, abstract = {In der internationalen Public-Management-Literatur zum Programmmanagement dominiert eine angels{\"a}chsische Perspektive auf zielorientierte Steuerung. Der vorliegende Beitrag analysiert die Steuerung des Konjunkturpakets II vor dem Hintergrund der {\"U}bertragbarkeit zielorientierter Programmsteuerung auf eine stark unterschiedliche Verwaltungskultur und Staats organisation - das legalistische deutsche Mehr ebenen system. Die Untersuchung beleuchtet dabei das Zielsystem des Programms, die Umsetzungs organisation in den Bundesl{\"a}ndern sowie das interne und externe Berichtswesen zur Zielnachhaltung. Zun{\"a}chst wird ein Zielsystem aus gesetzlichen und politischen Ziel vorgaben in Bund und L{\"a}ndern konzeptionalisiert. Danach entwickelt der Beitrag eine Typologie von Umsetzungsmodellen anhand der Verwaltungspraxis des Zukunftsinvestitionsgesetzes in drei typischen Bundesl{\"a}ndern. Abschließend illustriert er gute Praktiken der Programmsteuerung zur Verbesserung von Effektivit{\"a}t und Effizienz großer politischer Programme im legalistischen deutschen Mehrebenensystem. Der Zielsteuerung wird dabei ein besonderes Potenzial beigemessen.}, language = {de} } @article{HammerschmidMeyerEggerPeitler, author = {Hammerschmid, Gerhard and Meyer, Renate E. and Egger-Peitler, Isabell}, title = {Das Konzept der Public Service Motivation : Status Quo der internationalen Diskussion und erste empirische Evidenzen f{\"u}r den deutschsprachigen Raum}, series = {dms : Der moderne Staat}, volume = {2}, journal = {dms : Der moderne Staat}, number = {1}, publisher = {Budrich}, address = {Leverkusen}, issn = {1865-7192}, pages = {73 -- 92}, abstract = {Das Konzept der Public Service Motivation (PSM) fokussiert auf die spezifischen Beweggr{\"u}nde und Motivationen, die f{\"u}r {\"o}ffentlich Bedienstete charakteristisch sind und untersucht, welche Implikationen dies f{\"u}r zentrale Fragestellungen des Public Management wie etwa Arbeitszufriedenheit, Organizational Commitment, Anreizsysteme oder generell die Performance {\"o}ffentlicher Verwaltungen, hat. Urspr{\"u}ng¬lich f{\"u}r den angels{\"a}chsischen Raum entwickelt, gewinnen diese Fragestellungen zunehmend auch in Europa an Relevanz. F{\"u}r den deutschsprachigen Raum liegen derzeit noch keine international anschlussf{\"a}higen Ergebnisse vor. Der vorliegende Beitrag pr{\"a}sentiert erste empirische Evidenzen aus {\"O}sterreich und verortet diese in der internationalen PSM-Forschung. Die grunds{\"a}tzliche Eignung des Konzeptes und m{\"o}gliche Anwendungen in der deutschsprachigen Public Management-Forschung stehen dabei im Vordergrund.}, language = {de} } @article{HammerschmidMeyer, author = {Hammerschmid, Gerhard and Meyer, Renate E.}, title = {Changing Institutional Logics and Executive Identities A Managerial Challenge to Public Administration in Austria}, series = {American Behavioral Scientiest}, volume = {49}, journal = {American Behavioral Scientiest}, number = {7}, publisher = {Sage Publications}, address = {Thousand Oaks, CA}, issn = {0002-7642}, doi = {10.1177/0002764205285182}, pages = {1000 -- 1014}, abstract = {In this article, the authors analyze whether and to what extent an 'old' administrative orientation is being replaced by a new managerial logic in the Austrian public sector. They illustrate that shifts in institutional logics can be analyzed by the extent to which actors draw on the social identities derived from the competing logics and show that the vocabularies and accounts the actors employ to communicate their identity claims reflect the local translation of global logics.}, language = {en} } @article{HammerschmidMeyer, author = {Hammerschmid, Gerhard and Meyer, Renate E.}, title = {Public Management Reform: An Identity Project}, series = {Public Policy and Administration}, volume = {21}, journal = {Public Policy and Administration}, number = {1}, publisher = {Sage Publications}, address = {Thousand Oaks (u.a.)}, doi = {10.1177/095207670602100107}, pages = {99 -- 115}, abstract = {Based on an executive survey this article analyses the extent to which a newmanagerial logic has replaced traditional administrative values and identity in Austria. We do not find any strong evidence of a new managerial logic but rather modifications, local translations and the emergence of a hybrid identity.}, language = {en} } @article{HammerschmidLuegerMeyeretal., author = {Hammerschmid, Gerhard and Lueger, Manfred and Meyer, Renate E. and Sandner, Karl}, title = {Contextualizing influence activities: An objective hermeneutical approach}, series = {Organization Studies}, volume = {26}, journal = {Organization Studies}, number = {8}, publisher = {Sage Publications}, address = {London [u.a.]}, issn = {0170-8406}, doi = {10.1177/0170840605055265}, pages = {1145 -- 1168}, abstract = {Influence activity is a central aspect of organizations and has attracted a wide range of theoretical and empirical research. Most studies in this field rely on categorization schemes to classify either actors or acts. This article draws on the notion of organizations and actors as socially constructed phenomena and understands influence activities as social practices whose shape and meaning is derived from the social contexts they are embedded in. In this paper, we argue that it is necessary to gain an understanding of the activities' diverging meanings in their organizational contexts before generalized typologies of tactics and strategies can be fruitfully applied. By drawing on 'objective hermeneutics' as methodology, our analyses focus on influence activities within three organizational contexts.}, language = {en} } @article{HammerschmidMeyer, author = {Hammerschmid, Gerhard and Meyer, Renate E.}, title = {New public management in Austria: Local Variation on a Global Theme?}, series = {Public Administration}, volume = {83}, journal = {Public Administration}, number = {3}, publisher = {Wiley-Blackwell}, address = {Oxford}, issn = {0033-3298}, doi = {10.1111/j.0033-3298.2005.00471.x}, pages = {709 -- 733}, abstract = {This article tracks public sector reform in Austria with a focus on the influence of New Public Management (NPM) both as label and as specific set of reform ideas. We analyse to what degree current reforms have been influenced and shaped by this widely acclaimed international trend. In this empirical study we combine the different data sources of media coverage, reform documents and public sector executive survey to cover different levels of analysis. Although the reforms include NPM-features, we see no evidence so far for an archetype change in the Austrian public sector.}, language = {en} } @article{HammerschmidMeyer, author = {Hammerschmid, Gerhard and Meyer, Renate E.}, title = {Public Management Dynamics in a Federal legalistic Rechtsstaat System: Results from an executive survey in Austria}, series = {International Journal of Public Sector Management}, volume = {18}, journal = {International Journal of Public Sector Management}, number = {6/7}, publisher = {Emerald Group Publishing Limited}, address = {Bradford}, issn = {09513558}, doi = {10.1108/09513550510624086}, pages = {629 -- 640}, abstract = {Purpose - Sets out to resent current dynamics of public management reform in Austria, a country that is characterized by institutional governance features (federal structure, legalistic Rechtsstaat tradition) often described as an obstacle to management-oriented reforms. The paper's focus lies in the reception of management ideas and concepts by public sector executives within this special national context and differences between federal and state administration. Design/methodology/approach - Presents results of a recent questionnaire-based executive survey (sample size: 385). Apart from non-parametric correlation analyses, investigates level differences (federal vs state) by using an independent samples Mann-Whitney U rank sum test. Findings - Highlights the importance of the national institutional background for understanding public management changes. Finds considerable support for reform initiatives despite some scepticism and resistance towards management knowledge and instruments. Results confirm that executives in a legalistic Rechtsstaat system are not per se opposed to management-driven reforms. Regarding the reception of public management reforms, at various government levels, differences between federal and state level are less pronounced than expected. Originality/value - Addresses the lack of empirical research regarding the reception of management ideas in legalistic Rechtsstaat systems by presenting data from a country which has hardly been covered by international public management literature so far. This study also compares the reception at federal and state administration to look for level variations of management reform dynamics.}, language = {en} } @article{Hammerschmid, author = {Hammerschmid, Gerhard}, title = {Aktuelle Trends des Personalmanagements in den {\"o}ffentlichen Verwaltungen Europas}, series = {Personal-Manager: Zeitschrift f{\"u}r Human Resources}, volume = {4}, journal = {Personal-Manager: Zeitschrift f{\"u}r Human Resources}, publisher = {HRM Research Inst.}, address = {Mannheim}, issn = {1612-2836}, pages = {51 -- 53}, language = {de} } @article{Hammerschmid, author = {Hammerschmid, Gerhard}, title = {Le p{\´e}nible parcours des partenariats public-priv{\´e} en Autriche}, series = {T{\´e}l{\´e}scope : l'Observatoire de l'administration publique}, volume = {12}, journal = {T{\´e}l{\´e}scope : l'Observatoire de l'administration publique}, number = {1}, publisher = {ENAP: {\´E}cole Nationale d'Administration publique}, address = {Frankreich}, issn = {1203-3294}, pages = {65 -- 79}, abstract = {Le pr{\´e}sent article analyse les probl{\`e}mes courants li{\´e}s {\`a} la mise en œuvre de partenariats publicpriv{\´e} (PPP) en tant que mode de gouvernance de plus en plus « en vogue » dans de nombreux programmes politiques partout dans le monde. Comme la documentation actuelle sur les PPP renferme souvent le point de vue anglo-saxon, nous pr{\´e}sentons les exp{\´e}riences r{\´e}centes de l'Autriche caract{\´e}ris{\´e}e par une tradition juridique continentale europ{\´e}enne d'{\´E}tat de droit (Rechtsstaat). D'apr{\`e}s une analyse d'un r{\´e}cent {\´e}chec de projet de PPP, la dynamique de ce genre de partenariats serait fa{\c{c}}onn{\´e}e par les facteurs inspir{\´e}s des m{\´e}thodes du choix rationnel, mais aussi par des facteurs normatifs, culturels et cognitifs tel que le th{\´e}orisent les m{\´e}thodes n{\´e}oinstitutionnelles.}, language = {fr} } @article{HammerschmidWutscher, author = {Hammerschmid, Gerhard and Wutscher, Werner}, title = {Status der Verwaltungsreform in {\"O}sterreich}, series = {Verwaltung und Management}, volume = {11}, journal = {Verwaltung und Management}, number = {3}, publisher = {Nomos-Verl.-Ges.}, address = {Baden-Baden}, issn = {0947-9856}, doi = {10.5771/0947-9856-2005-3-116}, pages = {116 -- 122}, abstract = {Die {\"o}sterreichische Verwaltungsreform hat in den letzten Jahren eine deutliche Beschleunigung erfahren. Der Beitrag gibt einen kurzen {\"U}berblick {\"u}ber aktuelle Entwicklungen in der {\"o}sterreichischen Bundesverwaltung und versucht eine erste kritische W{\"u}rdigung. Im Juni 2003 erfolgte die Gr{\"u}ndung eines "{\"O}sterreich-Konvents", der sich mit grundlegenden Fragen der Verwaltungsreform im f{\"o}deralen und rechtsstaatlichen Konnex besch{\"a}ftigt. Erste Ergebnisse liegen bereits vor.}, language = {de} } @article{HammerschmidWutscher, author = {Hammerschmid, Gerhard and Wutscher, Werner}, title = {Verwaltungsreform und Verfassungskonvent: Aktuelle Trends in der {\"o}sterreichischen Verwaltung}, series = {Innovative Verwaltung}, journal = {Innovative Verwaltung}, number = {11}, publisher = {Springer Gabler}, address = {Wiesbaden}, issn = {1618-9876}, pages = {14 -- 17}, language = {de} } @article{Hammerschmid, author = {Hammerschmid, Gerhard}, title = {Verwaltungsreform in {\"O}sterreich: Stand und Perspektiven vor dem Hintergrund internationaler Erfahrungen}, series = {Forum Parlament}, volume = {2}, journal = {Forum Parlament}, number = {2}, publisher = {Springer}, address = {Wien [u.a.]}, issn = {0943-4011}, pages = {71 -- 76}, language = {de} } @article{HammerschmidWutscher, author = {Hammerschmid, Gerhard and Wutscher, Werner}, title = {In {\"O}sterreich geh{\"o}rt die Reform zum Regierungsprogramm}, series = {Innovative Verwaltung}, journal = {Innovative Verwaltung}, number = {7-8}, publisher = {Springer Gabler}, address = {Wiesbaden}, issn = {0948-3616}, pages = {10 -- 13}, language = {de} } @article{HammerschmidWutscher, author = {Hammerschmid, Gerhard and Wutscher, Werner}, title = {Was bringen Public Private Partnerships?}, series = {{\"O}sterreichische Monatshefte}, journal = {{\"O}sterreichische Monatshefte}, number = {3}, publisher = {ALPHA-Medien-Service-GmbH}, address = {Wien}, issn = {0029-9308}, pages = {22 -- 28}, language = {de} } @article{HammerschmidMeyer, author = {Hammerschmid, Gerhard and Meyer, Renate E.}, title = {Leitbilder in der {\"o}ffentlichen Verwaltung {\"O}sterreichs}, series = {Verwaltung und Management}, volume = {7}, journal = {Verwaltung und Management}, number = {4}, publisher = {Nomos-Verl.-Ges.}, address = {Baden-Baden}, issn = {0947-9856}, pages = {207 -- 211}, language = {de} } @article{HammerschmidGeissler, author = {Hammerschmid, Gerhard and Geißler, Ren{\´e}}, title = {Public Management und Leadership aus der Sicht der deutschen Ministerialverwaltung}, series = {Jahrbuch der Schweizerischen Gesellschaft f{\"u}r Verwaltungswissenschaften 2010}, journal = {Jahrbuch der Schweizerischen Gesellschaft f{\"u}r Verwaltungswissenschaften 2010}, publisher = {SGVW Verl.}, address = {Bern}, issn = {2296-8717}, pages = {93 -- 107}, language = {de} } @article{Hammerschmid, author = {Hammerschmid, Gerhard}, title = {Public Corporate Governance: Modewelle oder tats{\"a}chlicher Bedarf?}, series = {Zukunft der {\"o}ffentlichen Wirtschaft: Referate einer vom Wissenschaftlichen Beirat des Bundesverbandes {\"O}ffentliche Dienstleistungen am 25./26. Februar 2009 in Eppstein (Taunus) veranstalteten Tagung}, journal = {Zukunft der {\"o}ffentlichen Wirtschaft: Referate einer vom Wissenschaftlichen Beirat des Bundesverbandes {\"O}ffentliche Dienstleistungen am 25./26. Februar 2009 in Eppstein (Taunus) veranstalteten Tagung}, number = {31}, editor = {Bundesverband {\"O}ffentliche Dienstleistungen,}, publisher = {Nomos}, address = {Baden-Baden}, isbn = {3-928615-26-2}, pages = {5 -- 16}, language = {de} } @article{HammerschmidAngerer, author = {Hammerschmid, Gerhard and Angerer, Dieter J.}, title = {Public Private Partnership Between Euphoria and Disillusionment: Recent Experiences from Austria and Implications for Countries in Transformation}, series = {Romanian Journal of Political Science}, volume = {5}, journal = {Romanian Journal of Political Science}, number = {1}, publisher = {Orion Press Impex 2000 SRL}, address = {Bucharest}, issn = {1582-456X}, pages = {129 -- 159}, abstract = {This paper analyses the arduous path towards implementing Public Private Partnership (PPP) as a governance mode increasingly 'en vogue' in many political programs worldwide. As current literature on PPP strongly features an Anglo-Saxon bias recent experiences from Austria with a continental-European legalistic Rechtsstaat tradition are presented. Based on our analysis of a recently failed PPP project we outline that beside factors put forward by rational-choice approaches the dynamics of such partnerships are also shaped by normative and cultural-cognitive factors as theorized by neoinstitutional approaches. We thereby understand PPPs not only as a distinct, innovative organizational arrangement but also as a policy tool with symbolic meanings and underlying premises. In the final part general implications regarding the relevance of these experiences for transformational countries are outlined.}, language = {en} } @article{HammerschmidLoefflerKanzler2016, author = {Hammerschmid, Gerhard and L{\"o}ffler, Lorenz and Kanzler, Matthias}, title = {Defizite in der Fl{\"u}chtlingsarbeit als Katalysator f{\"u}r Reformen}, series = {Innovative Verwaltung}, journal = {Innovative Verwaltung}, edition = {9}, pages = {32 -- 35}, year = {2016}, language = {de} } @article{HammerschmidWegrichAnheier, author = {Hammerschmid, Gerhard and Wegrich, Kai and Anheier, Helmut K.}, title = {Planung und Management {\"o}ffentlicher Infrastruktur: auf dem Weg zu einer besseren Governance}, series = {Public Governance}, journal = {Public Governance}, edition = {Sommer 2016}, url = {http://nbn-resolving.de/urn:nbn:de:kobv:b1570-opus4-24008}, language = {de} } @article{Hammerschmid, author = {Hammerschmid, Gerhard}, title = {Verwaltungsmodernisierung und {\"o}ffentlichen Beschaffung}, series = {Achtzehnte forum vergabe Gespr{\"a}che 2016, Schriftenreihe des froum vergabe e.v}, journal = {Achtzehnte forum vergabe Gespr{\"a}che 2016, Schriftenreihe des froum vergabe e.v}, pages = {15 -- 22}, language = {de} } @article{HammerschmidBachvanThieletal., author = {Hammerschmid, Gerhard and Bach, Tobias and van Thiel, Sandra and Steiner, Reto}, title = {Administrative Tradition and Management Reforms: A Comparison of Agency Chief Executive Accountability}, series = {Public Management Review}, journal = {Public Management Review}, number = {6}, edition = {19}, doi = {10.1080/14719037.2016.1210205}, pages = {765 -- 784}, abstract = {This article investigates perceived accountability patterns of national agencies' chief executives in four countries with a Rechtsstaat tradition and tests theoretical expectations about potential tensions between managerial reforms and administrative values using survey data (N = 453). All countries combine old and new forms of accountability requirements, while legal and financial accountability have not been replaced with results accountability. Switzerland and the Netherlands score highest on results accountability, though in combination with legal and financial accountability, which are dominant in Germany and Austria. Nation-specific characteristics seem more important for core values of public administration than generic characteristics of the Rechtsstaat model.}, language = {en} } @article{HammerschmidTamykoAlbared, author = {Hammerschmid, Gerhard and Tamyko, Ysa and Albared, Adri{\´a}}, title = {Executive Programs for the Public Sector: Tacking Stock and Future Perspectives}, series = {Teaching Public Administration}, volume = {35}, journal = {Teaching Public Administration}, number = {1}, doi = {10.1177/0144739417698198}, pages = {3 -- 7}, language = {en} } @article{HammerschmidLoeffler, author = {Hammerschmid, Gerhard and L{\"o}ffler, Lorenz}, title = {The Implementation of Performance Management in European Central Governments: More a North-South than an East-West Divide}, series = {NISPACEE Journal of Public Administration and Policy}, volume = {8}, journal = {NISPACEE Journal of Public Administration and Policy}, number = {2}, doi = {10.1515/nispa-2015-0008}, pages = {49 -- 68}, abstract = {This article presents the first country-comparative evidence on the importance and use of performance management in European central governments, based on an executive survey conducted in 17 countries. The data confirm that performance management has made its way into European central governments and continues to constitute a major reform trend. At the organizational level of ministries and agencies we find a consistently strong use of strategic planning, performance appraisal and management objectives, along with only a partial institutionalization of a performance-management logic. Scepticism towards measurement and the difficulty of acting upon performance information are persistent challenges. We also find that performance-management implementation is significantly stronger in agencies and larger organizations, and that it varies strongly between different countries. Implementation is substantially higher in Scandinavian countries and Anglo-Saxon countries than in Continental and Southern European countries, with a rather varied pattern for Central and Eastern European countries. The findings thereby confirm the need for a more context-sensitive understanding of performance management, along with the need for more extensive research and evidence to further develop this cross-comparative European perspective.}, language = {en} } @article{HammerschmidAnheierWegrich, author = {Hammerschmid, Gerhard and Anheier, Helmut K. and Wegrich, Kai}, title = {Planung und Management {\"o}ffentlicher Infrastruktur: auf dem Weg zu einer besseren Governance}, series = {Public Governance - Zeitschrift f{\"u}r {\"o}ffentliches Management}, journal = {Public Governance - Zeitschrift f{\"u}r {\"o}ffentliches Management}, number = {Sommer 2016}, issn = {1866-4431}, pages = {15 -- 18}, language = {de} } @article{HammerschmidGeorgeVandeWalle, author = {Hammerschmid, Gerhard and George, Bert and Van de Walle, Steven}, title = {Institutions or Contingencies? A Cross-Country Analysis of Management Tool Use by Public Sector Executives}, series = {Public Administration Review}, volume = {79}, journal = {Public Administration Review}, number = {3}, doi = {10.1111/puar.13018}, pages = {330 -- 342}, abstract = {Management tools are often argued to ameliorate public service performance. Indeed, evidence has emerged to support positive outcomes related to the use of management tools in a variety of public sector settings. Despite these positive outcomes, there is wide variation in the extent to which public organizations use management tools. Drawing on normative isomorphism and contingency theory, this article investigates the determinants of both organization-oriented and client-oriented management tool use by top public sector executives. The hypotheses are tested using data from a large-N survey of 4,533 central government executives in 18 European countries. Country and sector fixed-effects ordinary least squares regression models indicate that contingency theory matters more than normative isomorphism. Public executives working in organizations that are bigger and have goal clarity and executive status are more likely to use management tools. The only normative pressure that has a positive impact on management tool use is whether public sector executives have a top hierarchical position.}, language = {en} } @article{BachHammerschmidLoeffler, author = {Bach, Tobias and Hammerschmid, Gerhard and L{\"o}ffler, Lorenz}, title = {More delegation, more political control? Politicization of senior-level appointments in 18 European countries}, series = {Policy and Administration}, volume = {1}, journal = {Policy and Administration}, edition = {35}, doi = {10.1177/0952076718776356}, pages = {3 -- 23}, abstract = {This article contributes to the literature on the politicization of appointments to increase political control over public bureaucracies with often substantial managerial and policy autonomy. Using data from a large-scale executive survey from central government ministries and agencies in 18 European countries, the article provides a comprehensive cross-national and cross-organizational analysis of the autonomy-politicization conundrum and the drivers of the politicization of senior-level appointments. We find that national patterns of politicization correspond fairly well to country families as defined by administrative traditions, with some traditions being more coherent than others. At the organizational level, we find no evidence of efforts by politicians to compensate for extended autonomy by politicizing senior-level appointments, yet we provide evidence of differential effects of both formal and informal organizational characteristics on patterns of politicization. Our analyses show that politicization of senior appointments is lower in organizations with agency status, higher organizational social capital, higher financial autonomy and more extensive use of management tools. The article thereby not only offers comprehensive evidence of cross-country differences in politicization; it also adds to the literature on sub-national variation, by fleshing out an organizational perspective to the study of politicized appointments in the European context.}, language = {en} } @article{JeannotVandeWalleHammerschmid, author = {Jeannot, Gilles and Van de Walle, Steven and Hammerschmid, Gerhard}, title = {Homogeneous National Management Policies or Autonomous Choices by Administrative units?}, series = {Public Performance and Management Review}, volume = {41}, journal = {Public Performance and Management Review}, number = {3}, doi = {10.1080/15309576.2018.1442359}, pages = {497 -- 518}, abstract = {This article presents an original research on the use of management tools in central government departments and agencies in 16 European countries. It is based on a survey conducted among senior managers (n = 5,998). The analysis shows that the use of management tools results from a combination of top-down implementation of a list of management tools at the national level, combined with a bottom-up independent selection of tools by administrative units. The variation in management tool use depends on the type of tool. While the uses of a HRM tool, such as performance-related pay, or a financial tool, such as risk management, are heavily influenced by national public management policies, service quality-type tools, such as user surveys or quality management systems, tend to be chosen in a more autonomous manner by different administrative units, especially agencies.}, language = {en} } @article{HammerschmidVandeWalleAndrewsetal., author = {Hammerschmid, Gerhard and Van de Walle, Steven and Andrews, Rhys and Mostafa, Ahmed}, title = {New Public Management Reforms in Europe and their Effects: Findings from a 20-Country Top Executive Survey}, series = {International Review of Administrative Sciences}, journal = {International Review of Administrative Sciences}, doi = {10.1177/0020852317751632}, pages = {20}, abstract = {This article assesses the impact of New Public Management (NPM)-style reforms in European countries as perceived by top public sector officials. Using data from an executive survey conducted in 20 European countries, we look at the relationship between five key NPM reforms (downsizing, agencification, contracting out, customer orientation and flexible employment practices) and four dimensions of public sector performance: cost efficiency, service quality, policy coherence and coordination, and equal access to services. Structural equation modelling reveals that treating service users as customers and flexible employment are positively related to improvements on all four dimensions of performance. Contracting out and downsizing are both positively related to improved efficiency, but downsizing is also associated with worse service quality. The creation of autonomous agencies is unrelated to performance. This suggests that policy-makers seeking to modernize the public sector should prioritize managerial reforms within public organizations over structural transformations.}, language = {en} } @article{HammerschmidvandeWalle2011, author = {Hammerschmid, Gerhard and van de Walle, Steven}, title = {The impact of the new public management: Challenges for coordination and cohesion in European public sectors}, series = {Halduskultuur - Administrative Culture}, volume = {12}, journal = {Halduskultuur - Administrative Culture}, number = {2}, pages = {190 -- 209}, year = {2011}, abstract = {New Public Management has been around for a quarter of a century in European public sectors, yet despite the movement's emphasis on indicators and evidence, there have been surprisingly few encompassing evaluations. In this paper, we provide an overview of academic evaluation and impact studies of entire NPM-style reform programmes. We distinguish between two sets of NPM-style changes and reforms. One is that of specific managerial innovations within public organisations. The other consists of changes to the role of government and citizens as a result of NPM ideas. We conclude that a majority of academic research has focused on the first set of changes, while approaches to the second set has been mainly of a critical nature with relatively limited attention for empirical studies.}, language = {en} } @article{RackwitzHustedtHammerschmid, author = {Rackwitz, Maike and Hustedt, Thurid and Hammerschmid, Gerhard}, title = {Digital transformation: From hierarchy to network-based collaboration? The case of the German "Online Access Act".}, series = {dms - der moderne staat - Zeitschrift f{\"u}r Public Policy, Recht und Management}, volume = {14}, journal = {dms - der moderne staat - Zeitschrift f{\"u}r Public Policy, Recht und Management}, number = {1}, doi = {10.3224/dms.v14i1.05}, pages = {101 -- 120}, abstract = {To unlock the full potential of ICT-related public sector innovation and digital transformation, governments must embrace collaborative working structures and leadership, is commonly argued. However, little is known about the dynamics of such collaborations in contexts of hierarchy, silo cultures, and procedural accountability. A widely voiced but empirically insufficiently substantiated claim is that bringing cross-cutting digital endeavours forward requires more lateral, network-based approaches to governance beyond traditional Weberian ideals. We test this claim by shedding light on three distinct challenges (complexity, risk, and power imbalance) encountered when implementing the specific collaborative case of the German Online Access Act (OAA) and by examining how they have been addressed in institutional design and leadership. Our analysis, which combines desk research and semi-structured expert interviews, reveals that flexible, horizontal approaches are on the rise. Taking a closer look, however, vertical coordination continues to serve as complementary means to problem-solving capability.}, language = {en} } @article{BreaughRackwitzHammerschmid, author = {Breaugh, Jessica and Rackwitz, Maike and Hammerschmid, Gerhard}, title = {Leadership and institutional design in collaborative government digitalisation: Evidence from Belgium, Denmark, Estonia, Germany, and the UK}, series = {Government Information Quarterly}, journal = {Government Information Quarterly}, doi = {10.1016/j.giq.2022.101788}, abstract = {Large-scale government digitalisation projects require collaborative approaches for their successful development and implementation. To shed light on these collaboration dynamics, the interplay between two integral parts of collaborative projects: the project rules, procedures, and structures (collectively known as institutional design) and the leaders managing these projects is studied. In doing so, the paper provides empirically grounded insights into the management of collaborative government digitalisation projects. Taking an institutional perspective, and the strategic-relational approach (SRA), we examine the extent to which institutional design constraints leadership behaviours, and under what conditions leaders begin to adjust and/or challenge these design features adding to the knowledge of managing digitalisation of government. To this end, we present a five-country case study of national digitalisation projects across Europe. Our results show that while clear institutional design features such as established rules, project structures, and standard operating procedures are essential at the initial stages of the projects, leaders' skills in understanding and tailoring these features are critical to handle project-related problems and moving forwards towards implementation. This underscores the importance of examining projects taking an SRA approach and the need to understand leadership behaviour in the context of the structures in which it is embedded.}, language = {en} }