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Dieser Artikel adressiert zwei bisher nur wenig untersuchte Aspekte der Führungsforschung: Führungsverhalten im öffentlichen Sektor und Faktoren die Führungsverhalten beeinflussen. Mittels einer Fallstudie in der Bundesagentur für Arbeit werden explorativ Hypothesen über Einflussfaktoren des Führungsverhaltens aufgestellt. Die Studie kommt zu der Erkenntnis, dass eine oftmals angenommene Führungslücke im öffentlichen Sektor nicht bestätigt werden kann. Für das ausgeprägte Führungsverhalten, das in der Fallstudie beobachtet wurde, wird als Determinante die besondere Ausgestaltung des Managementsystems der Bundesagentur für Arbeit verantwortlich gemacht. Dazu gehört unter anderem das Performance Management System sowie die Führungskräfteauswahl und -entwicklung. Die Arbeit schließt mit Empfehlungen für weitere Forschungsansätze auf dem Gebiet der Führungsforschung im öffentlichen Sektor.
Along with the rise of the now popular 'open' paradigm in innovation management, networks have become a common approach to practicing innovation. Foresight could potentially greatly benefit from resources that become available when the knowledge base increases through networks. This article seeks to investigate how innovation networks and foresight are related, to what extent networked foresight activities exist and how they are practiced. For the former the Cyclic Innovation Model (CIM) is utilized as analytical framework and applied to three cases. The foresight activities are analyzed in terms of type, scope and role.
The cases are a collaboration between government agencies and a research organization and two inter-organizational networks of different size. 'Networked foresight' is clearly observable in all three cases. Indeed, a networked approach to foresight seems to strengthen the various roles of foresight. However, the rooting and openness of foresight activities in the three networks varies significantly. The advantages that 'networked foresight' entails could be exploited to a much higher degree for the networks themselves, e.g., the broad resource base and the large pool of people with diverse backgrounds that are available. Furthermore, effective instruments for the reintegration of knowledge into the networks' partner organizations are needed. (C) 2014 Elsevier Ltd. All rights reserved.
This article examines the use of performance information by public managers. It conceptualizes purposeful data use as a type of extra-role behaviour which requires additional effort on the part of the managers and which is not extrinsically rewarded. The article sheds light on one potential antecedent of performance information use - the motivation of the users. It argues that we can observe high levels of data use if managers driven by public service motivation (PSM) work under transformational leaders. Using a needs-supply perspective on supervisors and followers, we suggest that there is a PSM-leadership fit which fosters the performance of this extra-role behaviour. The article is based on data from German local government and its findings contribute to the literatures on PSM as well as on performance management.
Wissenschaftsorientierung
(2014)
KMDL® v2.2
(2014)
Since 2008, European crisis politics have thrown the importance of time in democracy into sharp relief. The need for rapid action by national authorities, the EU and international organisations conflicts with the time-consuming nature of democratic deliberation; short-term political firefighting has given little consideration to the long-term sustainability and time consistency of policies; and decentralised decisions threaten effective synchronisation within multi-level governance systems. This article suggests that democratic politics requires a balance between the temporal characteristics of responsive and responsible politics. The timeframe for responsive politics is shaped by electoral cycles that encourage speedy action; short-term lags between political choices and their effects; and temporal discretion of decision-makers. The timeframe for responsible politics is characterised by time-consuming procedures; solutions that take time to unfold and are sustainable in the longer term; and the purposive synchronisation amongst actors and across policy domains and levels of policy-making. The finely balanced temporal constitution of democracy has been challenged in two fundamental ways. First, as the ability of decision-makers to work within the time limits of their mandates and to respond to the temporal expectations of the electorate decreases, the temporal ties that ensure the responsiveness of political authority to the electorate weaken. Second, the distinct temporal qualities of majoritarian and non-majoritarian institutions that encourage responsibility are called into question. Consequently, political time in Europe runs the risk of becoming both less responsive and less responsible.