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The relation between leadership, the context in which it takes place and the adoption of organizational innovations associated with New Public Management (NPM) is explored in an empirical analysis of Danish local government. Two different strategies for conceptualizing NPM are contrasted: (1) treating NPM as one phenomenon; and (2) acknowledging important differences between organizational innovations associated with NPM. Management's preferences and perceptions of work relations, role in change processes, daily work priorities and rejection of traditional bureaucratic roles as well as the electorate's ability to formulate clear goals are found to be significantly related to the adoption of NPM innovations. Organizational size is found to be the most important contextual antecedent for the adoption of NPM innovations. Distinctions between marketization-type NPM innovations and generic managerial-type NPM innovations and the timing of their introduction are made, unveiling significant differences between the antecedents of different types of NPM innovations. Adapted from the source document.

AbstractThis article analyzes the associations between leadership, the implementation of information and communication technology (ICT) innovations, and performance. After reviewing theories and empirical evidence from the literature on leading change, ICT innovations, and performance, the authors elaborate hypotheses and test them in an analysis of the implementation of an ICT innovation in a Danish multisite hospital. In a quasi‐experimental research design using panel data, survey responses from more than 2,000 employees before and after the implementation were generated, in addition to qualitative interviews with change agents. Findings indicate how differences in leadership during the ICT implementation process have an important impact on performance after the implementation. Mobilization of initial support, directive leadership through information and technical assistance, participative leadership through employee involvement, and locally adapted implementation processes are important leadership factors associated with performance. The article concludes by discussing broader perspectives of the study and implications for practice, theory, and future research.

There has been an increasing focus on managerial external networking behaviour within public administration. While most previous quantitative research has analysed such behaviour one-dimensionally, we suggest a two-dimensional conceptualization based on the concepts of weak and strong ties. Utilizing measures resembling previous research, we explore the utility of the approach in an exploratory study of Danish local government. Our findings suggest that the two dimensions of external networking behaviour are distinct. We discuss our approach compared to previous approaches and argue that a conceptualization based on the distinction between strong and weak ties provides a promising framework for future research.

1. Introduction: Marketization Comparing Contemporary Marketization in the Light of the Past. Andrej Christian Lindholst, Morten Balle Hansen -- 2. Organizing marketization. Morten Balle Hansen, Andrej Christian Lindholst, Carsten Greve -- 3. Research design, materials and methods. Andrej Christian Lindholst, Morten Balle Hansen, Ylva Noren Bretzer, Merethe Dotterud Leiren, Nicola Dempsey -- 4. Researching marketization in context: Four countries and two local services. Andrej Christian Lindholst, Morten Balle Hansen, Ylva Noren Bretzer, Merethe Dotterud Leiren, Nicola Dempsey -- 5. England: In-house, contracted out… or something else? Nicola Dempsey, Mel Burton, Johanna Selin -- 6. Sweden: Local marketization 1980-2018, incremental tendencies and deviances. Ylva Noren Bretzer, Bengt Persson, Thomas B. Randrup -- 7. Denmark: The incremental way toward a deep-seated marketized service delivery. Andrej Christian Lindholst -- 8. Norway: The reluctant adopter of marketization. Merethe Dotterud Leiren, Julie Runde Krogstad, Ingjerd Solfjeld -- 9. Economic effects from competitive tendering in Scandinavia and the importance of country context. Andrej Christian Lindholst, Ole Helby Petersen, Kurt Houlberg -- 10. Patterns and variations of marketization compared. Andrej Christian Lindholst, Morten Balle Hansen, Ylva Noren Bretzer, Nicola Dempsey, Merethe Dotterud Leiren -- 11. England: Long-term partnership contracting in practice: Queen Elizabeth Olympic Park, London. Nicola Dempsey, Claudia Martinez Velarde, Mel Burton -- 12. Sweden: Experiences with public-private partnerships: Balancing collaboration and competition. Anders Kristoffersson, Andrej Christian Lindholst, Bengt Persson, Thomas B. Randrup -- 13. Denmark: When rust never sleeps: Marketization as continuous organizational change. Andrej Christian Lindholst, Thomas Haase Jensen, Troels Høgfeldt Kjems -- 14. Norway: Municipal enterprise as pretext for marketization of park services: Insights from Oslo services. Ingjerd Solfjeld, Merethe Dotterud Leiren -- 15. Lessons from case studies: Working with marketization. Andrej Christian Lindholst, Nicola Dempsey, Thomas Barfoed Randrup, Ingjerd Solfjeld -- 16. The histories and futures of marketization. Morten Balle Hansen, Andrej Christian Lindholst, Carsten Greve.

Kommunernes politisk-administrative ledelse har fået et stadigt mere komplekst og voksende ansvarsområde igennem de seneste årtier. Her analyseres samspillet mellem borgmesteren og kommunaldirektøren. Mens der i 90'erne og 00'erne var en del forskning i borgmester- og kommunaldirektørrollen, har der været få analyser af samspillet efter kommunalreformen. Artiklen bidrager således med ny viden om ledelse på et område af stigende betydning i det danske samfund. Ud fra et review af litteraturen om samspillet mellem politik og administration anvendes en tilpasset version af Svaras heuristiske model (1990), Mouritzen og Svaras typologi (2002) og en sondring mellem 17 opgaveområder til at analysere samspillet. Vi finder såvel opdelte som overlappende opgaveområder samt enkelte opgaveområder med et særligt konfliktpotentiale i samspillet. Der er nogle klare generelle tendenser i arbejdsdelingen, men også store forskelle mellem kommunerne. Analysens implikationer for praksis og fremtidig forskning diskuteres.

AbstractAutomated, administrative decision‐making (AADM) is a key component in digital government reforms. It represents an aspiration for a better and more efficient administration but also presents challenges to values of public administration. We systematically review the emerging literature on use of AADM from the perspective of good governance. Recognizing the inherent tensions of values of public administration, the broad review identifies key synergies, trade‐offs, and limits of AADM and good governance associated with nine values: Accountability, efficiency, equality, fairness, resilience, responsiveness, right‐to‐privacy, rule‐of‐law, and transparency. While synergies represent "low‐hanging fruits", trade‐offs and limits are "hard cases" representing challenges to good governance. Taking the specific decision‐making context into account, practitioners and scholars should attempt to nurture the "fruits" and lessen the tensions of the "hard‐cases" thereby increasing the desirable societal outcomes of use of AADM.