Refine
Document Type
- Part of a Book (37)
- Article (33)
- Contribution to a Periodical (27)
- Other (14)
- Book (5)
- Course Material (3)
- Review (3)
- Report (2)
- Conference Proceeding (1)
Keywords
- Public value (11)
- Leipziger Führungsmodell (5)
- Common good (4)
- Leadership (4)
- Purpose (4)
- COVID-19-Pandemie (2)
- Corporate social responsibility (2)
- Führungskonzept (2)
- HR-Management (2)
- Job satisfaction (2)
Institute
Public Service Media (PSM), that is public service broadcasting and their digital and online media services, are increasingly challenged with questions about what public value (PV) they add to society and what individuals expects of them. But while normative expectations of PSM and their performance have been extensively discussed by a range of scholars from various disciplines, studies which analyze audience assessments of PSM offerings are scarce.
This study looks at how (and if) to measure the success of PSM and their PV performance. The empirical research follows a case study research design, using a mixed method approach including document analysis and interviewing. Findings suggest that the MDR performed reasonably well in all five categories of the PVSC. Citizens generally approved of the quality of services the MDR delivered, it fulfilled its task, behaved decently, strengthened social cohesion, enhanced their quality of life, and used public resources carefully. However, qualitative data reveal PV performance deficits. Instances of both legitimacy and accountability crises were found.
Der Flughafen Leipzig/Halle
(2024)
This case portraits the events leading up to the notice of violation issued against the Volkswagen AG by the US Environmental Protection Agency on September 18, 2015. Following the discussion of two fictional students working on a class assignment at HHL Leipzig Graduate School of Management, it portraits a systemic understanding of legal, ecological, technological, and organizational contexts of leadership within Volkswagen at the heart of the largest automotive scandal in recent history.
Purpose
In public management research, the focus in the public value debate has been on public administration organizations’ broader societal outcomes. Public value describes how public administrations form a vital part of the social context in which people develop and grow. However, there has not yet been an analysis of how public administration contributes to happiness in society.
Design/methodology/approach
In this study, we empirically analyze the relationship between people’s happiness and the public value of public administration. Our approach is based on a unique Swiss survey dataset comprising 870 individuals.
Findings
We find a positive relationship between public administration’s public value and happiness. We also find preliminary evidence with a moderation analysis that the relationship between a value-creating public administration sector and self-reported happiness is stronger for public administration employees.
Research limitations/implications
While correlation studies cannot claim causal explanations and common method bias may additionally limit any research in social science, we took a number of measures to mitigate related problem. We tested our model in two samples and took both several procedural techniques and a survey design minimizing common method bias.
Practical implications
The paper discusses implications for public sector performance measurement for public management and practitioners.
Social implications
This study calls for a more positive view on the multiple functions public administration performs for society. After an era of critical voices, our study helps reclaim public administration as a positive force for society at large in times of grand challenges, such as climate crisis, demographics and digitization.
Originality/value
This study has highlighted the importance between public administration’s public value and happiness in Swiss public service organizations. The study also showed that an employment in the public administration contributes to the happiness of individuals and beyond to society.
Since the seminal work by Hackman and Oldham (1975) there has been a growing body of literature demonstrating how work characteristics can positively both organizations and their employees. While the very nature of the task or job at hand is well explored, insufficient attention has been given to the social and cultural context in which the work is done (Spreitzer & Cameron, 2012). Based on Meynhardt’s public value approach (2009, 2015), we investigate whether organizational public value acts as an additional work characteristic in the Job Characteristics Model (JCM), thus extending the model. Specifically, we theorize that organizational public value is an additional unique resource for employees and social context work characteristic in the JCM that is positively related to employees work engagement. Additionally, our study analyzes that the positive relationship between the work characteristics, including organizational public value, and work engagement is mediated by self-efficacy. Moreover, we analyze whether employees working in industries with a public focus integrated into their core business will experience higher levels of public value in their jobs than employees in other industries. To test our hypotheses, we conducted a representative online survey in different public and non-public organizations in Switzerland (N = 949). Overall, the results support our hypotheses and contribute to close the gap by taking social context factors into the JCM and to reveal processes between the macro-level (organizational public value, work characteristics) and micro-level (employees work experience). Further theoretical and practical implications as well as future research avenues are discussed in the paper.
Ausgehend von den gesellschaftlichen Herausforderungen unserer Zeit widmet sich diese Stellungnahme wesentlichen Aspekten der Frage, wie die Arbeit von morgen neu gestaltet werden kann. Die Autor:innen haben sich im Auftrag des Ständigen Ausschusses der Nationalen Akademie der Wissenschaften und unter Federführung der Berlin-Brandenburgischen Akademie der Wissenschaften intensiv mit dem gegenwärtigen Strukturwandel der Arbeitswelt beschäftigt. Sie schlagen vor, den Begriff der Arbeit weit zu fassen und Erwerbsarbeit in ihrem Wechselspiel mit anderen Formen des Tätigseins zu betrachten. Auch nicht-marktbezogene Tätigkeiten wie Bürgerarbeit, Sorgearbeit und politische Arbeit und deren Zusammenspiel werden in den Blick genommen. Mit der Akzentverschiebung von einer „Arbeitsgesellschaft“ hin zu einer „Tätigkeitsgesellschaft“ wird auf die Chancen hingewiesen, die sich den Menschen, der Wirtschaft und der Gesellschaft eröffnen, wenn diese Tätigkeiten gleichermaßen anerkannt werden.
Einleitung
(2024)
Ausgehend von den gesellschaftlichen Herausforderungen unserer Zeit widmet sich diese Stellungnahme wesentlichen Aspekten der Frage, wie die Arbeit von morgen neu gestaltet werden kann. Die Autor:innen haben sich im Auftrag des Ständigen Ausschusses der Nationalen Akademie der Wissenschaften und unter Federführung der Berlin-Brandenburgischen Akademie der Wissenschaften intensiv mit dem gegenwärtigen Strukturwandel der Arbeitswelt beschäftigt. Sie schlagen vor, den Begriff der Arbeit weit zu fassen und Erwerbsarbeit in ihrem Wechselspiel mit anderen Formen des Tätigseins zu betrachten. Auch nicht-marktbezogene Tätigkeiten wie Bürgerarbeit, Sorgearbeit und politische Arbeit und deren Zusammenspiel werden in den Blick genommen. Mit der Akzentverschiebung von einer „Arbeitsgesellschaft“ hin zu einer „Tätigkeitsgesellschaft“ wird auf die Chancen hingewiesen, die sich den Menschen, der Wirtschaft und der Gesellschaft eröffnen, wenn diese Tätigkeiten gleichermaßen anerkannt werden.
In diesem Beitrag wird mit Hilfe des Leipziger Führungsmodells eine Handlungsorientierung für nicht-imperatives Handeln in der Wirtschaft skizziert. Ausgangspunkt für eine Verbindung zu imperativem Handeln ist die Gemeinwohlorientierung. Auf deren Basis können rechtliche Perspektiven in einen ganzheitlichen Führungsansatz integriert werden. Recht und Rechtsstaatlichkeit werden dabei aus unternehmerischer Sicht als Ressource und nicht als Behinderung betrachtet. Das Modell plädiert für ein möglichst offenes Gemeinwohlverständnis, welches sich – aufgrund der Eigenschaft des Gemeinwohls als Erfahrungskategorie des Sozialen – primär an menschlichen Grundbedürfnissen orientiert.
In response to Mark Prebble’s most inspiring ideas on the unknowability of public value, I call for a more process-oriented public value research where human needs are at center stage. Based on self-organization theory, I propose to describe public value dynamics as a complex interplay of different values linking the individual (micro) and collective (macro) level. The chapter concludes that public value is knowable at any given point, but its future direction cannot be predicted.