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"Inspiring futures": ESADE celebrates its 50th anniversary
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31/10/2007 - Editorial Office This academic year opens ESADE’s 50th anniversary celebrations. Fifty years training professionals and directors from around the world. The slogan “Inspiring Futures” was chosen to celebrate this event by the 458 professionals working in ESADE’s campuses in Barcelona, Madrid and Buenos Aires.
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Prof. Dong Keyong visits the IDGP
Public Private Partnerships in Action, Managerial Consequences and Constraints
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Strategic Change Management in the Public Sector: An EFMD European Case Book
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CURRENT AFFAIRS Stanford Sociologist James G. March Awarded Honorary Doctorate 31/10/2007 - Editorial Office Expert in management and best-known for his research on organisations and organisational decision-making, James G. March’s writings combine theories of psychology and HR management. He collaborated with Herbert Simon in several studies on organisational theory and is also respected for his seminal work with Richard Cyert about behavioural theory in firms. In 1972, with Olsen and Cohen, he formed a new theory about organisational decision-making known as the Garbage Can Model. His latest research has focussed on corporate governance. Public Management Club Activities: Summer-Autumn 2007 31/10/2007 - Editorial Office On July 12th, the Astronomic-Gastronomic Evening was held at the Fabra Observatory. On October 23rd, a Dinner-Colloquium was held entitled “The Law on Neighbourhoods: Social Transformation through Urban Transformation" (Ley de Barrios: transformación social a través de la transformación urbanística), which included the presence of Joaquim Nadal, Honourable Council Member on Territorial Policy and Public Works in the Catalan Government. On October 24th, the book Fauna S. A. by Jesús Fernández (EMPA 2005) was presented at the Barcelona Zoo. The act was organised by the ESADE Association Public Management and Politics Club along with RBA Nueva Empresa and the Barcelona Zoo.
MATERIALS Strategic Public Personnel Administration: A Conceptual Framework for Building and Managing Human Capital Capacity in the 21st Century 31/10/2007 - Ali Farazmand There are several dimensions to strategic public personnel administration in modern organizations in the government, nonprofit, and private sectors. While these dimensions are fairly universal across sectors and organizations, there are some key features unique to public organizations.
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Assessing the performance and career development of civil servants 31/10/2007 - Albert Galofré Complaints from managers and employees in general have been heard for many years in the Spanish civil service. Managers say they have no
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means of having any bearing on their staff and they believe that this restricts the exercise of their functions considerably. Employees, on the other hand, complain that their only reward for doing their job well is more work. Both groups are undoubtedly right. Leadership in a Shared-Power World 31/10/2007 - Barbara C. Crosby & John M. Bryson
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Harlan Cleveland, a U.S. diplomat and academic leader, started talking about the blurring of boundaries between public and private, between domestic and foreign affairs, and between nations 25 years ago at least.[1] Today, “governance” has become a buzzword in public affairs, a signal that more and more practitioners and scholars recognize that the public’s business involves nonprofit organizations, community
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Collaborative Strategic Management: Success Factors per Process Phase 31/10/2007 - Amelia Clarke Collaborative strategic management, in other words strategic plans that are developed and/or implemented in inter-organizational partnerships, are increasingly common. This is due to the fact that many ‘social problems’ are beyond the jurisdiction (or capacity) of any one organization. For example, in a recent study of eight regional sustainable development strategies in Canada, four of the regions were taking a partnership approach to complement their municipal public-participation approach [1]. Within these four cases, the collaborative sustainable development strategy (which is also called Local Agenda 21 in other parts of the world) ranged significantly; with the time horizon varying from five years in Montreal to 100 years in Vancouver, and the convening organization ranging from the city to a consulting firm to an NGO [1]. So with such a wide variation in approach to just one form of collaborative strategic management, are there generic success factors that can be identified for social-oriented inter-organizational partnerships undertaking strategic management? To see what answers the academic community has to this question, a recent literature review was conducted of the collaboration literature, which was complemented by content from the organizational strategy literature [2]. PPPs as strategic alliances: Understanding the differences and similarities between PPPs and business alliances 31/10/2007 - Miguel Rivera-Santos & Carlos Rufin Scholars have been studying inter-organizational collaboration for several decades. There is, for instance, a very rich literature on business-tobusiness (b2b) alliances in strategic management and an extensive literature on public-private partnerships (PPPs) in public management and policy. Surprisingly, these two literatures are relatively isolated from each other and scholars in these two fields seldom build on each other’s findings and insights. Yet understanding these differences and similarities is crucial to both sides of a PPP. Public and private managers have to work well with each other to make PPPs successful. Accordingly, our current research examines the differences and similarities that exist between b2b alliances and PPPs, especially in terms of specific motivations and implementation challenges. Public Private Network Dynamics: Opening the Black Box 31/10/2007 - Daniel J.W.B. Uiterwijk, J. Ivar Kappert & Paul C. van Fenema Over recent years, many public activities, ranging from healthcare to the exercise of violent force (Singer, 2004), and from infrastructural projects to detention, are being coordinated through partnerships between government agencies and private sector companies. While the rhetoric on the virtues of public private cooperation remains optimistic, there is ample evidence of projects abandoned, running years over schedule, and over budget. Surely, many public private projects receive much media attention given the high stakes that are often involved, especially when they underperform or result in failure. For example, the U.S. government was embarrassed in September this year when private security guards of an American private military company killed eleven Iraqi civilians during their protection of a diplomatic convoy (AP, 2007). This short article argues that new insights are required into the organizational logics and dynamics of both types of organizations to understand their cooperation patterns, problems and ultimately performance. Luis F. Aguilar Villanueva (2006). Gobernanza y gestión pública, Mexico, Fondo de Cultura Económica, ISBN 978-968-16-8133-3 31/10/2007 - Hector Arámbula According to the author, this book has emerged at an interface between the past and the future that characterises the discipline and practice of governance and public administration. Luis F. Aguilar himself points out that his contextual frame of reference is Latin America in particular. However, the scope and detail of this study means it also constitutes a sound, theoretical effort that painstakingly and convincingly analyses the management capability and efficiency of governments and, to be more precise, the contribution that governments can (or should) make to the democratic governance of today’s world.
REPORTS & STUDIES House of Commons Public Administration Select Committee, Politics and Administration: Ministers and Civil Servants 31/10/2007 - Editorial Office We are fortunate to have a civil service which has been held in high regard, both at home and internationally, above all for its commitment to fundamental procedural values. We are also fortunate to have a robust system of political accountability. It is essential that the key governing relationship between ministers and civil servants is kept in good repair, both for effective government and proper accountability. It is clear that there are currently strains on the system. We do not recommend a radical move towards politicisation, nor towards a formal separation of accountabilities as a response, but we do propose a number of steps which may contribute to the good working of a system which combines an independent civil service with political accountability for its operation. Performance-based Arrangements for Senior Civil Servants, OECD and Other Country Experiences 31/10/2007 - Editorial Office The key questions put to practitioners in drawing up this report concerned the arrangements for senior civil servants that are: (1) most useful in ensuring that senior staff meet their own performance standards; and (2) enhance the contribution made by those civil servants’ agencies and departments/ministries towards meeting wider (government) standards. The responses on how to enable performance fell broadly under three headings: appointment and promotion arrangements; retention of competent staff; and managerial approaches entailing the use of specific targets with linkages to performance regimes in the public sector. Ministry of Education of Finland: Improving School Leadership 31/10/2007 - Editorial Office At the end of 2005, the OECD launched the ‘Improving School Leadership’ (ISL) activity. The purpose of the project is to provide policy makers with information and analysis to help them formulate and implement school leadership policies to improve school effectiveness. This is Finland’s country background report for the OECD ISL activity. For the preparation of the report, the Ministry of Education set up a broadly-based steering group representing schools in Helsinki (Mrs Mervi Willman and Mrs Eija Säilä) and Järvenpää (Mr Atso Taipale), the Association of Finnish Local and Regional Authorities (Mr Gustav Wikström), the University of Jyväskylä (Mr Jukka Alava), the National Board of Education (Mrs Kristiina Haavisto and Mrs Heli Kuusi) and the Ministry of Education (chair, Mrs Eeva-Riitta Pirhonen, Mr Heikki Blom and Mr Aki Tornberg).
EVENTS The ESADE Institute of Public Management (IDGP) is collaborating with the Catalan Government's Department of Innovation, Universities and Enterprise on the definition of a new organizational model 31/10/2007 - Editorial Office Last June, the Catalan Government’s Department of Innovation, Universities and Enterprise contacted ESADE, a university with an important specialization in government and public sector organizations through its Institute of Public Management (IDGP), to collaboratively reflect on a new organizational model for public policies regarding innovation and internationalization. Francisco Longo Gives an International Course at CIDE, ‘Comparative Perspectives on the Professional Career Service’, with Mauricio Merino (CIDE) 31/10/2007 - Editorial Office In collaboration with renowned European and American academic institutions, the Public Administration Division of CIDE (Mexico) recently held a series of short summer courses on topics that are essential to Mexico’s public agenda. These courses on public policy combined theoretical elements, case studies and workshops to offer a comprehensive vision of international debate and experiences and how they contribute to improving the development of the country’s public policy agenda.
OBSERVATORY Economic reform and political reform in China 31/10/2007 - Eugeni Bregolat The runaway growth of the Chinese economy and its economic and geopolitical impact have become the mainstay of globalisation. According to the World Bank, “China has done in one generation what most countries take centuries to do”. What is the impact of this process on the Chinese political system? Much caffeine about nothing. Explaining local government responses to institutional reforms [1] 31/10/2007 - Daniela Cristofoli, Greta Nasi, Alex Turrini & Giovanni Valotti What happened in Italy is a good example of how public sector organizations react to institutional pressure and change. In particular, at a general level, it shows that public sector organizations can avoid institutional pressures (such as administrative reforms), even when this pressure is consistent with the single organization goals. In order to understand this counterintuitive behaviour, we have based our analysis on the behaviour of Italian local governments facing the reform of the senior civil servants pay system. 885 Italian local governments employing 5,992 senior civil servants represent our empirical setting. Paths of Public Innovation in the Global Age. Nordic Flexicurity 31/10/2007 - Noralv Veggeland In my latest book (2007), ‘Paths of Public Innovation in the Global Age. Lessons from Scandinavia’, Edward Elgar Publishing, I analyze interacting European welfare state models. The focus is on how ideas about organizational change and renewal are crossing national borders, and accordingly, being translated from one social model to another (Røvik 2007). Regardless, it is important to let domestic values, norms, identity, and administrative tradition be incorporated in the translation of ideas through a participatory approach. A cooperative and negotiative style is viewed as a condition for innovative translation of ideas. This style is postulated as dominant embedded in the contemporary Nordic social model. The Nordic combination of flexible labour market and social security policy is described as a public innovation in this context, generated path-dependently from the traditional Scandinavian welfare state model, and in the framework of the strategy of modernization (EPC Working Paper 2005).
RESEARCH & PUBLICATIONS Verónica Figueroa Defends Doctoral Dissertation Entitled Social Capital and Urban Indigenous Development: A Proposal for Multicultural Coexistence. The Mapuches of Santiago, Chile 31/10/2007 - Editorial Office On 9th July 2007, after defending a doctoral dissertation directed by Dr. Àngel Castiñeira, Verónica Figueroa, Academic Assistant at the Institute of Public Management (IDGP) and member of the Research Group in Leadership and Innovation in Public Management (GLIGP) at ESADE, was awarded a PhD with honours in Management Sciences. Open Management Model for Public Sector Results 31/10/2007 - Editorial Office In the field of public sector modernization, it is increasingly clear that the public value created by State actions needs to be identified, assessed, and publicized with greater rigour and transparency. At the same time, society insistently calls for a constant increase in public sector productivity while advocating tax reductions (and the challenge this represents) and an increase in the production of public goods. Results, then, have become a key instrument to evaluate public action. Within this context, results-oriented management has arisen as an instrument and an objective to improve and modernize public management. Strategic Change Management in the Public Sector: An EFMD European Case Book 31/10/2007 - Ed. Office ESADE’s Institute of Public Management participate in the book with Chapter 10 MANAGING BARCELONA'S OLYMPIC HERITAGE by Lidia Garcia, Francesc Rubio, Koldo Echebarria and Alfred Vernis. Public Private Partnerships in Action, Managerial Consequences and Constraints 31/10/2007 - Ed. Office Inter Faculty Group in Public Management and Governance: CEMS Blocked Seminar 2007. 10th to 15th September 2007, Wirtschaftsuniversität Wien, Vienna. Tamyko Ysa, IDGP lecturer and lead researcher in the Research Group on Leadership and Innovation in Public Management (GLIGP), is member of the Inter Faculty Group. Public Policies on Corporate Social Responsibility: The Role of Governments in Europe 31/10/2007 - Editorial Office Albareda, Laura; Lozano, Josep M.; Ysa, Tamyko, Journal Journal of Business Ethics, Issue Volume 74, Number 4, September 2007.
YES BUT... (BY FORGES) Get a move on, Fernández; We're the laughing stock of european productivity! 31/10/2007 - Antonio Fraguas (Forges)
IGDP IN THE PRESS Some recently-published press articles by IDGP faculty members 31/10/2007 - Editorial Office Attached in PDF format (original version)
LINKS Links to other interesting international bulletins 28/10/2005 - Editorial Office
ABOUT US Welcome to PUBLIC ! 10/01/2011 - Eugènia Bieto
I am delighted to present the e-bulletin published by ESADE's Institute of Public Governance & Management (IGDP). This newsletter will create a forum for ideas, dissemination, training, and debate with regard to public management. Welcome to the ESADE Institute for Public Governance & Management (IGDP) ! 03/02/2016 - Mònica Reig
The ESADE Institute for Public Governance and Management (IGDP) consists of a group of experts in government and public sector organisations. Created in 1993, the IGDP has served to consolidate the experience already accumulated by ESADE since the 1980s when it began its initial endeavours in the public management field. Since then, more than 2,000 public leaders and managers have participated in the numerous activities organised, and the extensive research, books, conferences, scientific articles, case studies and other material published attest to IGDP members' academic activity. People who have contributed to PUBLIC... 31/10/2011 - Editorial Office
PUBLIC's editorial board would like to thank all those whose articles have made this publication possible. The following people have contributed to PUBLIC: * NEXT EDITION SEPTEMBER 2008 ...
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