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  • 1.
    Berg, Monika
    et al.
    Örebro University, School of Humanities, Education and Social Sciences. Sociology Department.
    Dahl, Viktor
    Örebro University, School of Humanities, Education and Social Sciences. Political Science Department.
    Mechanisms of trust for different modes of welfare service provision2019In: Public Management Review, ISSN 1471-9037, E-ISSN 1471-9045Article in journal (Refereed)
    Abstract [en]

    Welfare services are an important channel for building institutional trust. But does it matter if the service is publicly or privately provided? Using SEM on individual data from public and private schools in Sweden, the authors test how the provision mode moderates the effects of positive and negative school experiences on trust in government. The results show that students' perceptions of teacher fairness are dependent on provision mode. Negative experiences are associated with decreased trust in government only in private schools. Positive experiences didn't affect trust. Thus, the use of private providers may provide greater challenges for maintaining institutional trust

  • 2.
    Johansson, Tobias
    Örebro University, Örebro University School of Business.
    A critical appraisal of the current use of transaction cost explanations for government make-or-buy choices: towards a contingent theory and forms of tests2015In: Public Management Review, ISSN 1471-9037, E-ISSN 1471-9045, Vol. 17, no 5, p. 661-678Article in journal (Refereed)
    Abstract [en]

    This article aims at contributing to the extant literature on government make-or-buy choices building on transaction cost economics (TCE) by explicitly theorizing about transaction alignment and its relation to performance. It is argued that current theoretical and empirical models of government make-or-buy choices are not able to make predictions that corroborate theory. They are depended upon the assumption of perfect competition that is ill-suited for the public sector setting. Instead contingent models that take performance differences into account constitute a more valid model of TCE in this setting. In this article theoretical models and empirical approaches for such a research agenda are developed.

  • 3.
    Sataøen, Hogne L.
    et al.
    Stein Rokkan Centre for Social Studies, Uni Research, Bergen, Norway.
    Wæraas, A.
    School of Economics and Business, Norwegian University of Life Sciences, Ås, Norway.
    Branding without Unique Brands: Managing similarity and difference in a public sector context2015In: Public Management Review, ISSN 1471-9037, E-ISSN 1471-9045, Vol. 17, no 3, p. 443-461Article in journal (Refereed)
    Abstract [en]

    Corporate branding requires organizations to focus on uniqueness and differentiation. At the same time, public institutions must provide equal services in order to gain legitimacy. Hence, corporate branding in the public sector organizations has to handle two concerns simultaneously – securing legitimacy and building reputation. We examine this tension through interviews with communication managers in Norwegian hospitals. Despite large investments in techniques borrowed from corporate branding, the informants were reluctant to talk about branding. Instead, they were more oriented towards the universal character of their hospitals. Four explanations are put forward for why branding has an ambiguous position in Norwegian hospitals.

  • 4.
    Wällstedt, Niklas
    et al.
    Stockhom Business School, Stockholm University, Stockholm, Sweden.
    Almqvist, Roland
    Stockhom Business School, Stockholm University, Stockholm, Sweden.
    Budgeting and the construction of entities: struggles to negotiate change in Swedish municipalities2017In: Public Management Review, ISSN 1471-9037, E-ISSN 1471-9045, Vol. 19, no 7, p. 1022-1045Article in journal (Refereed)
    Abstract [en]

    Budgeting has endured changes in management ideals, because it supports an instrumental rationality in which organizations should use their own resources to produce their own results. Budgeting depends on and enforces traditional and transactional systems based on predefined entities, such as single-purpose organizations and measurable outputs. This study investigates this issue and asks what types of entities budgeting needs, and where and when these entities can be negotiated and reconstructed. This study shows that budgeting and its reinforcement of traditional and transactional systems makes it difficult to proceed towards new management ideals based on cooperation, sharing, and responsiveness.

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