Пятница, 06 Сентябрь 2013 07:34

Joint Study Group ASPA-NASPAA-NISPAcee Избранное

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In May of 2013 leaders from ASPA, NASPAA, and NISPAcee met in Belgrade, Serbia at the 21st NISPAcee conference and established the foundation for a joint study group. The purpose of this group is to pursue collaborative scholarly research of importance to public service provision in both Central and Eastern Europe and the United States.
The attached call for papers is the first step in establishing this joint study group. Papers with a theoretical, conceptual, or empirical focus are acceptable, as are a broad range of topics and methods. Accepted papers will appear at dedicated panels established at the annual conference of all three organizations.
Responses to this call for papers are due via email by October 15, 2013, and should include a paper title, author affiliation, an abstract of 500 words or less, and specific desire to present at the 2014 ASPA conference (Washington, DC), the 2013 NASPAA conference (Albuquerque, NM), or the 2014 NISPAcee conference (Budapest, Hungary).
Proposals and questions can be directed to the co-chairs of the joint study group: Jeffrey Straussman (Этот адрес электронной почты защищен от спам-ботов. У вас должен быть включен JavaScript для просмотра.), Ringa Raudla (Этот адрес электронной почты защищен от спам-ботов. У вас должен быть включен JavaScript для просмотра.), and Alex Henderson (Этот адрес электронной почты защищен от спам-ботов. У вас должен быть включен JavaScript для просмотра.).
In case of an interest in the NISPAcee conference, all paper proposals should also be registered via online application available on the conference page by October 15, 2013: www.nispa.org/conference2014
Call for Proposals
Joint Study Group on Cutback Management
Public sector organizations in Europe and the United States have, in response to pressures brought about by financial crises, considered or enacted potentially extensive austerity measures aimed at reducing spending at varying levels of government. The centrality of financial resources to the functioning of these agencies can create expected pressures on nearly every aspect of organizational life. Coping with reduced resources may bring about shifts in management practices and decision-making processes at the organizational level, and in behavioral changes at the individual level.
The purpose of this joint study group is to provide a common topic and venue for comparative research efforts with a focus on cutback management. Specifically, this study group will serve to facilitate an exchange of ideas on how to study cutback management in a comparative perspective, and to create opportunities to present research findings on cutback management at the special panels at the conferences the three sponsoring organizations. It is expected that the study group will consist of 10-12 researchers, approximately 3-4 affiliated with each organization.
The changes brought about by austerity measures are likely to be broad and complex, necessitating focused empirical study from a number of different perspectives. With this in mind, we invite panelists to focus on those aspects of cutback management that they consider relevant and to do so from a topical and methodological standpoint of their choosing. Possible research questions to be addressed by the papers presented at the panels may include the following:
* Have austerity measures brought about shifts in the management practices of public sector organizations? (For example: Has the need to impose and deal with cutbacks led to increased importance of performance management and performance budgeting? Has austerity led to increased use of contracting out by the public sector authorities?)
* Have austerity measures led to increased centralization or decentralization in the decision-making processes of public sector organizations?
* Has the need to implement cutbacks led to changes in budgetary processes (For example, has it brought about a shift from bottom-up process to top-down process)?
* Have austerity measures brought about shifts in power? (For example, has the need to impose cutbacks increased power of the budget offices and finance ministers?)
* How has the organizational leadership managed the imposition of cutbacks? What kinds of management practices have been used to mitigate the effects of cutbacks on the employee motivation and morale?
* What kinds of coping mechanisms and practices are used by street-level bureaucrats to deal with reduced resources?
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