The study examines how framing, psychological uncertainty, and agency type influence campaign effectiveness in promoting coronavirus disease 2019 (COVID-19) vaccines. A 2 (gain vs. loss frame) × 2 ...(high vs. low uncertainty) × 2 (national vs. local agency) between-subjects experiment was conducted among Houston residents (N = 382). Findings revealed that a loss frame was more effective among participants primed with high uncertainty through a thought-listing task; however, it was less persuasive under conditions of low uncertainty due to increased psychological reactance. Moreover, there was an interaction effect between uncertainty and agency type on vaccine beliefs. The study contributes to the framing literature by identifying psychological uncertainty as a moderator and provides useful suggestions for vaccine message design.
Key Takeaways
US Southwest cities can benefit from innovative conservation approaches to further reduce water demand amid rising population growth and drought driven by climate change.
To ensure a ...resilient water supply, Albuquerque Bernalillo County Water Utility Authority has successfully used adaptive strategies for 30 years to improve consumptive‐use efficiency.
The Water Authority's partnership with the city's Parks Department takes a holistic water management approach to meet water supply needs while promoting responsible usage.
While the potential benefits of open government data (OGD) initiatives are significant, there has often been a lack of participation by public agencies in these efforts. Motivated by this challenge ...and a corresponding research gap, we develop a theoretically grounded model to explain what drives public agencies to share their data on OGD platforms. Model testing with survey and objective data from 102 public agencies indicates that agencies’ resource dependence on external innovators significantly impacts their data sharing behavior. Furthermore, conformity need and the sensitivity of their function also influence agencies’ data sharing behavior. Contributions toward research and practice are discussed.
This article examines how independent bodies for public participation (IBPPs) can initiate a convergence around practices among actors in the public participation field, especially sponsors of ...participatory arrangements and the associated participation firms. As IBPPs have the public resources and legal authority to independently organize participatory arrangements, they can play a coordinating role in the public participation field. A comparison of two IBPPs, one in Canada (Quebec) and one in France, shows that IBPPs enhance the development of the participation industry and strengthen recognition of several informal norms concerning public participation design and implementation.
Purpose: This research objective was to analyze factors affecting IT practitioners' behavioral intentions in adopting (BDA) using a combination of Initial Trust Model (ITM), Unified Theory Of ...Acceptance And Use Of Technology (UTAUT) AND Task-Technology Fit (TTF) Model acceptance models. Design/methodology/approach: Using a cross sectional survey, empirical data were collected. A total of 200 questionnaires were obtained and screened. 14 insufficient answers were subsequently discarded leaving 186 valid structured data review questionnaires. Data was analizad using the Partial Least Square Modeling of Structural Equations due to one of the best software for verifying structured data on structural equations modeling (SEM). Findings: Our findings show that two key factors determine behavioral intention to adopt BDA in government agencies. Firstly, the assumption that the technology is going to produce great results raises the expectation of performance. TTF was the second determinant factor. Surprisingly, Initial trust, on the other hand, had not been considered to be a key determinant of behavioural intention and was found to be adversely related to the BDA intention Research limitations/implications: These findings identify the crucial model, that would be useful to IT officers in public agencies in making investment choices and designing non-adopter-friendly outreach strategies because they have more barriers to acceptance than adopters and lead adopters in the reward ladder. Practical implications: The findings suggest significant recommendations and consequences for BDA systems practitioners and application developers, which could coincide with the successful implementation of BDA systems. This research gives practitioners an initial way to incorporate and endorse BDA activities in their organization to make the most of the advantages of revolutionary technology, particularly within public agencies. Originality/value: This study's model is helpful and promotes a theory for further BDA research. By utilizing the model, existing public agencies can know their own BDA capability, centered around activities with specifically tailored outcomes, organization dynamics, resources, skills and potential services.
The study of organizational task for understanding how organizations behave and evolve has been one of the classic topics in organization theory and public administration. Reputation scholarship has ...appeared as a promising perspective to understand internal and external organizational dynamics. Reputation scholars, too, emphasize the critical importance of task. Despite this recognition, the literature is characterized by a lack of theorization, and large‐scale comparative analyses on how task characteristics are related to reputational dynamics. This study aims to address these concerns, relying on an extensive longitudinal dataset on the media reputation of 40 agencies in two countries to explain organizations' likelihood of attracting reputational threats (both in general and targeting specific reputational dimensions) through different task characteristics. Our main finding is that as agencies perform tasks of a more coercive and authoritative nature (regulatory tasks and, to a lesser extent, redistributive tasks), they are more likely to attract reputational threats (both in general and to all dimensions).
Our core argument is that the entrepreneurial school of thought in strategic management as conceptualized by Mintzberg and colleagues holds explanatory value for advancing knowledge about the ...behavior of public sector organizations, as it does for private firms, albeit with important qualifications when applied to public services: chiefly, the temporal limitation in post for the office-holder of a public organization. After describing our methods, we present qualitative data from a longitudinal case study of strategy making in an European Union (EU) agency, the European Aviation Safety Agency, which has become a key actor globally in civil aviation. Our interpretation of the case suggests the additional usefulness of the entrepreneurial school of strategy, suitably adapted for public agency settings, as an explanatory prism to enlarge the repertoire of conceptual tools for the study of public agencies. Our broader argument is that the field of strategic management may provide theoretical resources for the study of public agencies, provided its theoretical lenses are properly selected and adapted.
In 2016, the Australian welfare agency Centrelink implemented an information system to automate the identification and recollection of welfare overpayments. Such algorithmic decision-making systems ...are increasingly leveraged to improve the efficiency of public administration. However, Centrelink’s scheme went horribly wrong: the system, branded as “Robodebt” by the popular media, generated debt notices that were inaccurate and based on insufficient evidence. Numerous vulnerable citizens who received the debt notices suffered a great deal of distress. While public controversy ensued, the ruling government continued to defend the flawed system until a court decision ruled it unlawful in 2019. This teaching case challenges one to analyze what went wrong in the implementation and management of the Robodebt system through the lens of sociotechnical systems.
Knowledge Management (KM) is one of the most important capitals in this era. Properly managing knowledge would help in problem-solving and decision making. However, managing knowledge is not a simple ...task. Malaysian agencies are predominantly known as knowledge-based organization. KM has been adapted into both public and private agencies quite some time. By practicing KM, the organization comprehensively gather, create, sharing, analyzes the knowledge for continuous organizational learning. However, an organization must continuously evaluate the effectiveness of their KM practices to remain competitive by looking at the challenges that are faced. Therefore, the organization should further investigate the trends, challenges, and issues to boost the use of knowledge efficiently. Thus, this paper presents a review of existing literature on KM influencing factors in public and private agencies, especially in Malaysia. The challenges were identified from recent existing studies from the year 2012 until 2019. This study gives an insight into current trends of KM studies and challenges which contributes to KM practices and implementation in Malaysia. The study revealed that management and leadership support which seemed to be lacking and was the most challenging factors in KM practices through recent studies.
Governments around the world frequently procure complex products, such as large transport projects (LTPs), from markets. This process can be regarded as a kind of complex public contracting (CPC) ...requiring a cross-boundary collaboration between public buyers and different market vendors. Nevertheless, scholars have yet to discover how to sustain the performance of these CPCs. Based on the survey data on LTPs in China, this study explores the varied effects of three CPC elements (namely, public agency involvement, specific contractual design, and relational management) on contracting performance using structural equation modeling. The results show that both specific contractual design and relational management directly contribute to contracting performance, whereas joint action mediates these relationships. Moreover, public agency involvement cannot contribute to contracting performance directly except through the mediation of joint action.
PDF
