Suchergebnisse

Collaborative management is thought to enhance policy implementation in urban settings by overcoming governmental fragmentation, creating greater goal consensus, increasing access to resources, and facilitating policy learning. However, empirical studies of this relationship are conspicuously absent, limiting researchers' ability to predict how collaborative tools will directly and indirectly affect local implementation outcomes. This article investigates the effects of inter- and intralocal collaboration on the implementation of urban sustainability practices, and investigates interaction relationships to test whether two managerial environmental factors—administrative capacity and stakeholder support—influence the effectiveness of collaborative tools. Drawing data from a national survey, the analysis finds evidence that the effectiveness of collaborative tools depends on the policy target, and that administrative capacity and stakeholder support influence the effectiveness of collaboration in policy implementation. These findings have theoretical and practical implications for how public managers utilize collaborative tools in urban sustainability governance.

Linking strategic management to performance has been called essential for public managers to confront pernicious environmental and community problems in the 21st century. This article examines the role that an organization's entrepreneurial orientation (EO) plays in the linkages between organizational capacities, strategies, and perceived performance. An EO is considered a key driver of a public organization's willingness to engage in risk taking, innovation, and proactivity aimed at enhancing organizational routines, decision-making, and performance. Scholars have provided empirical guidance for the antecedents and consequences of entrepreneurialism in bureaucracy, yet we know little systematically about how EO links to strategies that may affect performance in the public sector. To investigate, we employ a mixed methods design using a nationwide survey of U.S. local governments and interviews with local government managers about their experiences in sustainability programs. Quantitatively, we find evidence for environmental factors of political and administrative capacities positively influencing EO, and that strategic activities of performance information use, venturing, and interorganizational collaboration mediate the relation between EO and perceived sustainability performance. Interviews corroborate these findings and illuminate how local government managers proactively engage stakeholders, consider risk taking, build capacity, and pursue innovation in sustainability.

Urban sustainability has become a burgeoning practical and scholarly enterprise over the last two decades. Yet, there have been few attempts to systematically assess what cumulative knowledge this research is generating. We advance our understanding of urban sustainability by synthesising extant empirical findings to gauge progress made towards developing theoretical insight, and then testing a nonparametric predictive model that helps overcome methodological challenges in this literature. Drawing data from two national surveys of US local governments, we find that although organisational capacity appears to be the most important predictor, the broad range of activities grouped under the banner of 'urban sustainability' rely on distinct causal mechanisms, and use of composite models and measures of sustainability may hinder theoretical advancement. Implications for future research are discussed.

Public administration scholars have argued the need for a 'general theory' linking strategic management to the context in which public organizations operate. Understanding the interplay between organizational contexts and strategic management responses to urban sprawl and greenhouse gas (GHG) emissions remains an underexplored avenue for empirical advancement of this goal. Using 2015 survey data, we employ a novel Bayesian item response theory (IRT) approach to test how land use policy comprehensiveness, organizational capacities, leadership turnover, and environmental complexities affect the strategic management of smart growth policy in local governments. We find that public organizations harness political, administrative, and community capacities in varied combinations to better achieve their policy objectives, but these influences may not be complementary. Also, policy comprehensiveness generally relates to more strategic activity, while municipal executive turnover offers opportunities and threats to some smart growth strategies. Implications of this research are discussed.

Fragmentation of authority creates dilemmas in governance in which an individual authority's incentives are misaligned with collective interests. Such dilemmas hinder progress towards solving complex societal problems and improving service delivery, but policy research has failed to lead to a development of actionable prescriptions for dealing with them from an institutional perspective. This article draws practical lessons and theoretical propositions from the Institutional Collection Action (ICA) literature to help policymakers and scholars better understand how semiautonomous authorities overcome barriers to collective action and reduce the risk and uncertainty of collaborative arrangements across different scales of governance and institutional contexts.

Abstract. Researchers have assumed that self-enhancement strivings motivate compensatory prejudice against minorities. We ask if self-verification strivings might explain compensatory prejudice more parsimoniously. Three studies tested whether receiving overly positive evaluations from outgroup members (immigrants) amplifies prejudice and discrimination against them. In Experiment 1 participants who received excessively positive evaluations from immigrants expressed less liking for them and donated less to them than those who received negative verifying feedback. Experiment 2 replicated these findings only when participants had sufficient time to reflect on the feedback. Experiment 3 indicated that diminished perceptions of being understood mediated the impact of overly positive evaluations on prejudicial reactions. These results suggest that self-verification theory offers a more parsimonious account of compensatory prejudice than self-enhancement theory.

Abstract
A normative assumption of government reform efforts such as New Public Management is that fostering a more innovative, proactive, and risk-taking organizational culture—developing what has been described as an "entrepreneurial orientation" (EO)—improves performance. But in arenas like urban sustainability, performance can be an ambiguous, multifaceted concept. Managers' assessments of their own nimbleness, innovative thinking, and risk culture are also likely to influence how they interpret the risk-reward balance of opportunities to enhance organizational performance. This study examines how meso-level organizational decisions impact managers' individual risk-assessments of sustainability initiatives. We do so through a combination of Bayesian structural equation modeling of US local government survey data collected over two time periods, and an artifactual survey experiment with empaneled local government employees. This multimethod design allows us to examine the role of organizational performance and EO—meso-level learning heuristics—in shaping the micro-foundations of managerial risk assessment. The organization-level observational results indicate that local governments engage in risk-seeking behavior in order to minimize their potential for losses of prior effort. Experimental results confirm local government administrators are loss-averse when asked to evaluate the merits of initiating a hypothetical sustainability program.