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Decision Making in Public Organizations
... Consequently, should governments refer uncritically to the approaches generally used in the private sector, they may end up rationally maximizing utility in ways that lead to inefficiencies. To avoid this risk, Rainey et al. (2010) suggested considering a contingency perspective (Thompson, 1967), in which economic rationality is based on goal agreement and technical knowledge, which rely on complete and reliable information. Considering that information is mainly provided by accounting systems, an improved accounting system is then supposed to enhance knowledge of the economic and financial health of a government (Hyndman & Connolly, 2011). ...
... Few studies have investigated the effects of higher information quality on the performance of public-sector entities (Heintze & Bretschneider, 2000;Rainey et al., 2010). However, the broad adoption of e-government initiatives has stimulated an intense debate as they facilitate the active participation of citizens in, and public control over, activities performed by public-sector entities (Cuadrado-Ballesteros et al., 2022;Guillam on-L opez et al., 2011). ...
... Organizational imperative relates to the rationality of decision-making processes and orienting behavior towards a specific outcome (e.g., improving efficiency); however, decision-making processes are not retained as certain, and contextual variables are deemed as contingencies. Improving the knowledge from accounting systems concerning the overall financial condition of the entity helps to detect inefficient spending of resources (Voghouei & Jamali, 2018) and to understand how contingencies can be addressed (Rainey et al., 2010;Thompson, 1967). Consistently with the concept of publicness (Steccolini, 2019), accounting is not a mere technical tool (Ellwood & Newberry, 2016) but is investigated to understand if decision processes, based on better-quality information (Nutt & Backoff, 1993), contribute to improve the overall governmental efficiency. ...
Synopsis
The research problem
We investigated the association between public-sector accounting reforms and efficiency at a central-government level, assessing efficiency through a global perspective.
Motivation
The effects of financial management reforms on efficiency have rarely been investigated. We contribute to the academic debate concerning both public-sector accounting reforms (implementation of international accounting standards and accrual-accounting systems) and governmental efficiency, merging two streams of literature that have not been investigated thoroughly.
The test hypotheses
[Formula: see text]: Countries that have implemented IPSAS are more efficient.
[Formula: see text]: Countries that have implemented accrual-accounting systems are more efficient.
Target population
We used a sample of 22 European countries in the period 2010–2018.
Adopted methodology
We adopted a two-step approach: first, we created several efficiency indicators using different techniques; second, we implemented a model to test our hypotheses.
Analyses
Data Envelopment Analysis (DEA) technique, DEA with application of the bootstrap technique, and Order-m model
Findings
Accrual accounting was positively associated with efficiency while findings did not totally support an association with IPSAS.
... The modern practice of institutional support of governance processes shows the trend of changing the concept of "public authorities" to "public administration" [1][2][3], as public authorities demonstrate a tendency towards increasing publicity, transparency, elimination of the practice of direct disposition and imperative prescriptions [4][5][6]. The international practice of the concept of "public administration and governance" [7][8][9], emphasises its "people-facing" approach. ...
... The authors [28] present a meta-model that can be used to create reference models for electronic forms in the public administration system. The first studies on the standardisation of e-services in public administration pointed to the limitations of their use due to the significant differences between private organisations and public administration [4]. ...
The digitalisation of public administration is a process aimed at improving access to goods and services. The demand for facilitating access to services, in particular public services, and boosting the economy, to which the digital transformation can contribute, makes this study relevant. The purpose of this study is to analyse current trends in the digital transformation of public administration and public authorities. The study employed general scientific methods, in particular analysis and synthesis, and comparative methods. Areas for improving the efficiency of decision-making by public authorities through the use of information and communication technologies and digitalisation were considered. It has been substantiated that the intensified use of the latest information technologies in providing various services by public authorities determines the beginning of the formation of its own model of digitalisation of public administration. The digital transformation of public administration is defined as a problem-solving tool for the society that can provide significant savings in public expenditure, benefiting the administration and the citizens, whose daily needs and concerns are placed at the centre of public administration strategies. The impact of digitising services for citizens has been shown to be effective, in particular in facilitating access to and use of services. The necessary conditions for successful digital transformation were identified
... The public-private organization also has two main component distinctions, ownership, and funding [25], that affect public service and decision-making in both organizations. Political intervention is differentiating factor in the decision-making process of public organizations and private organizations, which showed that the instrumental-structural perspective in this process is that leaders have the ability for rational calculation and political control [8,21]. An instrumental-structural theory has two assumptions concerning the actor behavior, organization form, and power capacity in a public organization: As a homogenous organization, the hierarchical form political actor has the power to achieve their goals by the leading organization in the identical method. ...
... F or many public managers, making strategic decisions and overseeing their successful implementation is a key responsibility (Ferlie and Ongaro 2015;Kelman, Sanders, and Pandit 2015). However, the strategic decisionmaking process (SDMP), content, and outcomes within public organizations remain unclear and underexamined (Bozeman and Pandey 2004;George and Desmidt 2018;Rainey, Ronquillo, and Avellaneda 2010). Herbert Simon's seminal book Administrative Behavior is considered a main reference for the study of decision-making processes in administrative organizations (Simon 1997(Simon [1947). ...
Based on Herbert Simon's conceptualization of bounded rationality, this study develops and tests an integrative model of the strategic decision-making process (SDMP) and outcomes in public organizations. The model integrates different SDMP dimensions—procedural rationality, intuition, participation, and constructive politics—and examines their impacts on the successful implementation of strategic decisions. Additionally, it analyzes the influence of implementation on the overall outcomes of strategic decisions. The model was tested with multi-source data on 170 strategic decisions collected from senior executives working in 38 public organizations in Qatar—a context in which studies on decision-making are rare. With the exception of intuition, this study shows a positive impact of all SDMP dimensions on the successful implementation and outcomes of strategic decisions. Successful implementation fully mediates the relationships between procedural rationality, participation, and constructive politics and the outcomes of strategic decision.
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... According to public management literature, public sector organizations can be considered as political actors with dynamic relations with political leadership and with external actors operating in society (Christensen, Fimreite, and Laegreid 2007). Public sector organizations have specific decision-making models because of factors such political interventions, political constraints and more diffuse objectives (Rainey, Ronquillo, and Avellaneda 2010). Rational approaches to decision-making are typically applicable when the organizations and their context are stable, but are not really effective when conditions become more complex and dynamic. ...
Our exploration of three bodies of literature – public management, accounting and urban governance – shows that three views on these new technological practices of ‘urban auditing’ are present in the literature: a technocratic, a critical and an emergent view.
We use these three views to introduce the six papers in this special issue. We conclude with the observation that the public management perspective is important for understanding smart city dynamics: we should not present our insights only in our own community, but should also connect to the interdisciplinary debate on smart cities.
Addressing the contingent dimensions (content and context) in multi-criteria decision-making is very important to ensure the validity of a study. While this approach is widely accepted in the strategic decision-making community, it is argued here that this practice is not properly addressed and/or reported in many cases and that it must be applied in all MCDM decisions to ensure the rigor and relevance of the outcome. To explore the extent to which contingent factors are addressed in the literature, a sample of 46 MCDM group decision-making papers from a single year of publication was examined with regard to a well-known contingent dimension: group decision-making. More specifically, the following four critical variables were examined: group membership, group process, aggregation of perspectives, and group engagement. The study found that the percentage of papers that addressed these variables in a reasonable way was 23.9%, 17.4%, 26.1%, and 19.6%, respectively. These results suggest that MCDM analysts are not, for the most part, properly addressing (or reporting) group decision-making and similar contingent dimensions. For this reason, this research is a call to authors and journal editors to include and properly address all MCDM applicable contingent dimensions to improve MCDM rigor and relevance; that is, the overall validity of MCDM studies.KeywordsContingency dimensionsRigor, relevance, validityGroup decision-making, MCDM
The idea of good governance is associated with the postulate of participatory and interactive democracy. This results in the appearance in the legal system of solutions reflecting the recommendations of the so-called "good administration." Good administration is the subjective right which, in the relationship between the body and the citizen, defines the individual's rights and the duties of the administration to act in a particular way. It may be interpreted differently, but it must comply with universal standards. They have been defined in international, European and soft law. These include the rule of law, equality, administrative transparency, confidence and trust, as well as the opportunity to participate in decisions. The last of these relates to procedures for involving citizens in administrative decision-making. The purpose of the article is to present normative solutions in Polish law that guarantee citizens participation in decision-making processes at various levels of administration and their systematics. To achieve this goal, the method of legal text analysis was used, which allows us to indicate the existence of many different mechanisms of participation. Their presence in Polish law determines the varying levels of civic influence on public decisions.
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