Suchergebnisse

Governments have widely applied policy pilots to test new policy initiatives before their full rollout. However, little is known about their upscaling styles. In this contribution, in relation to two attributes of the issues that policy pilots attempt to resolve – ambiguity and salience – we construct an analytic framework consisting of four policy-pilot upscaling styles: command replication, refinement by doing, waiting by doing, and putting on hold. Four representative cases in Chinese health governance, namely, the Sanming healthcare reform, the New Rural Cooperative Medical Scheme, medical staff's salary reform in public hospitals, and income–expenditure two-line management in primary healthcare institutions, have been investigated to exemplify them. Our study contributes to the existing governance and policy literature by adding new building blocks to the upscaling of policy pilots.

AbstractPolicy piloting has become a popular form of organization in implementing public policies. However, the current literature surprisingly discusses little about its management. This study investigates how two policy-pilot attributes – ambiguity and compatibility – shape policy-pilot management. To accomplish this, we developed an analytic framework consisting of four management strategies: experimentation, refinement, upscaling, and institutionalization. We chose a representative policy pilot in Chinese health governance, the New Rural Cooperative Medical Scheme, to examine the adoption of these four strategies. Our finding that, at various junctures, the Chinese state adopted these four strategies to manage policy piloting demonstrates the applicability of the analytic framework constructed in this study. This study contributes to the existing public policy literature by providing new insights into policy implementation in temporary organizing settings.

AbstractCoordination is one of the most challenging crisis management issues governments face worldwide. In this contribution, we examine the coordination mechanism applied by Qingdao control command in China to fight against COVID‐19. Its coordination is implemented contingently via five different approaches: achieving compromises through a centralized tiered meeting system, developing standard operating procedures through issuing documents, encouraging pragmatic problem‐solving through improvisation, establishing routines through finding shortcuts, and following commands and suggestions from higher‐up. Two perspectives, the structural‐institutional and cultural perspectives, have been applied to explain the choice of the contingent coordination mechanism. Our study contributes to the existing crisis coordination literature through substantiating the approaches underlying contingent coordination and providing a preliminary explanation of it.

AbstractCoordination of the response to the COVID‐19 crisis may be understood as the multimonth management of a temporary organisation instead of classical crisis management. A key question is how to maintain operational flexibility, that is, an organisation's ability to adapt its day‐to‐day functions to accommodate a changing environment. This contribution describes how a control command established by a Chinese municipality in response to COVID‐19 tried to cope with the problems at hand. Based partially upon participatory observation the following aspects are considered: shifting political attention, adapting interaction frequency, changing organisational structures, improvising routines, and altering priorities.

Despite the pivotal role of employees in relation to organizational change, few studies have proposed an integrated influence mechanism that accounts for employee change readiness. By combining public service motivation (PSM), person–organization (P–O) fit, and expectancy–disconfirmation theories (EDT), we developed a moderated mediation model to explore individual-level impacts on organizational change. Based on questionnaire data collected from 512 doctors working in public hospitals in China, we found that individual doctors' PSM positively contributed to their readiness for change but was moderated by self-efficacy and job satisfaction. Specifically, doctors with decreased job satisfaction resulting from realizing their limited capacity to influence policies from higher-ups tend to show a lack of willingness to actively prepare for change. In sum, this study not only contributes to a micro-level understanding of employees' readiness for change but also proposes feasible suggestions to enable smoother and more successful organizational changes in public sector organizations. The research findings illuminate the crucial role that individual-level dynamics play in organizational change for scholars and practitioners.