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Social and Behavioral Sciences Commons™
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Full-Text Articles in Social and Behavioral Sciences
Organizational Capital In Boundary-Spanning Collaborations: Internal And External Approaches To Organizational Structure And Personnel Authority, Craig Boardman
Organizational Capital In Boundary-Spanning Collaborations: Internal And External Approaches To Organizational Structure And Personnel Authority, Craig Boardman
Craig Boardman
Despite a large body of scholarship elucidating mechanisms for aligning participant behaviors with public service goals in boundary-spanning collaborations, the most challenging of these collaborations – those with potential for lacking both common goals and common resources – have received relatively little attention from public management scholars. This study investigates approaches to structure and authority by managers of this sort of collaboration, specifically by the managers of cooperative research centers involving government, industry, and university actors. The findings suggest external approaches to structure and authority when such controls are perceived by managers as valuable for eliciting participant contributions yet difficult …
Searching For Contracting Patterns Over Time: Do Prime Contractor And Subcontractor Relations Follow Similar Patterns For Professional Services Provision?, Branco Ponomariov, Gordon Kingsley, Craig Boardman
Searching For Contracting Patterns Over Time: Do Prime Contractor And Subcontractor Relations Follow Similar Patterns For Professional Services Provision?, Branco Ponomariov, Gordon Kingsley, Craig Boardman
Craig Boardman
This paper compares over a 12-year period (1) patterns of contracting between a state transportation agency and its prime contractors providing engineering design services with (2) patterns between these prime contractors and their subcontractors. We find evidence of different contracting patterns at each level that emerge over time and coexist in the same contracting context. While patterns at the agency–prime level are characterized by repeated contracts, patterns at the prime–sub level indicate fewer repeats and more contractor turnover. Implications for outsourcing practice and theory are discussed.
Organizational Confidence: An Empirical Assessment Of Highly Positive Public Managers, Mary Feeney, Craig Boardman
Organizational Confidence: An Empirical Assessment Of Highly Positive Public Managers, Mary Feeney, Craig Boardman
Craig Boardman
There is a great deal of research investigating public servants' perceptions of organizational problems (e.g., red tape, bureaucratic control); however, there is little research investigating public servants who have highly positive perceptions of their organizations. This article assesses perceptions of state employees to investigate individual- and organizational-level correlates with highly positive government workers, which we define as workers reporting high levels of pride in the organization for which they work, and who believe that the organization provides high-quality public services and operates by highly ethical standards. Using data from the National Administrative Studies Project III, we draw from formal theories …