Blockchain is the first global mechanism for the transfer and storage of value. Despite being conceived as an alternative to state and law, the technology and its use cases raise many legal ...questions, most notably, regarding jurisdiction and applicable law with respect to transactions and assets recorded on the blockchain. The issue is complex given the decentralised nature of the network. In this volume, academics and practitioners from various countries try to provide detailed answers to these questions as they relate to crypto-assets, cryptocurrencies, crypto derivatives, stablecoins, Central Bank Digital Currencies and Decentralised Autonomous Organisations (DAOs), as well as specific transactions and issues, such as property rights, secured transactions, smart contracts and bankruptcy. With specific chapters on national approaches (Germany, Japan, Liechtenstein, Switzerland, United States), the volume explores the need and possibility for legal harmonisation of these issues through global fora, such as the Hague Conference on Private International Law (HCCH) UNIDROIT.
Purpose
This study aims to estimate the value of the impact from digital transformation (DX) focusing on its automation effect, looking at the time and cost savings coming from the substitution ...effect with an adoption of digital technologies. For example, cloud and artificial intelligence technologies such as ChatGPT have the potential to change ways of working, substituting and replacing several of the tasks that are currently carried out by public administration (PA) employees and labor processes underpinning PA services.
Design/methodology/approach
The paper outlines a new framework to estimate the potential impact of DX on the public sector. The authors apply this framework to estimate the value of the impact of DX on the Italian PA, defining the latter by the collection of the value of its labor (i.e. PA workforce salaries) and by the collection of the value of its outputs (i.e. public services’ costs).
Findings
This study ultimately maps out the magnitude and trends of how likely the PA occupations and services could be substituted in a wider process of DX. To do this, the authors apply their framework to the Italian PA, and they triangulate secondary data collection, from official accounts of the Italian Ministry of Economics and the National Statistical Institute, with methodological antecedents from the UK Office for National Statistics and experts’ insights. Results provide a snapshot on the type and magnitude of PA jobs and services projected to be affected by automation over the next 10 years.
Originality/value
To the best of the authors’ knowledge, this paper provides for the first time an approach to estimate the value of the impact of DX on the public sector in a data-constrained environment – or in the lack of the required primary data. Once applied to the Italian PA, this approach provides a granular map of the automatability of each of the PA occupations and of the PA services. Finally, this paper mentions preliminary insights on potential challenges related to equity in public sector jobs and implications on recruitment processes.
In this paper, we call for an integration of project management logics within the now mature field of public strategic management, to analyze the potential contribution of projects in terms of ...increased strategic agility, in a context where traditional strategic planning and management tools and approaches are increasingly seen at risk of not being responsive enough to rapidly changing external conditions. To pursue this objective, we carry out a problematizing literature review on the two streams, by incorporating journal and book contributions from the last 30 years on Web of Science Database. 509 contributions have been quantitatively and qualitatively analyzed to answer two interconnected research questions: What is the state of the art in the literature on the interactions between project management and public strategic management? And, how can project management logics be integrated within traditional strategic planning and management processes in the public sector in order to achieve strategic agility? We find that, until today, public management literature has only sporadically dealt with the potential influence of project management logics on strategic management and, more in detail, strategy implementation. Furthermore, the review enables a discussion of five organizational drivers fostering an agile approach in public strategy implementation. Using a narrative approach, they then lead to the formulation of five researchable propositions. We conclude by proposing an updated model of the strategic planning and management cycle in the public sector, factoring in potential agile practices and feedback mechanisms induced by incorporating project logics in the implementation of strategy.
Abstract Purpose Bouckaert and Halligan (2008) proposed four ideal types of performance management systems, ranging from a disconnected and input‐led approach (performance administration) to a model ...in which performance management is fully integrated with both the internal and external context of an organisation (performance governance). This article empirically analyzes performance plans issued by Italian Local Health Units (LHUs) to provide a first nationwide snapshot of the different ideal‐types of performance management that each (LHUs) have reached, in a ‘performance governance’‐oriented perspective. Design This paper employs a qualitative methodology based on document analysis. The model orienting the analysis features six dimensions capturing the ideal‐types characteristics and what the Italian performance regulations prescribe. Data was derived from the performance plans adopted by the Italian LHUs on the condition that they made the documentation necessary for the analysis public on their institutional website. Findings For a ‘performance governance’ oriented approach, two elements are considered relevant: familiarity with the analysis of stakeholders and context. In our sample, consisting of 63 performance plans out of 99 Italian LHUs, it was challenging to identify specific territorial clusters, due to significant heterogeneity. The role of strategic objectives, integration between cycles, and context analysis seems to positively influence the orientation towards a ‘performance governance’ approach. Originality/Value The application of Bouckaert and Halligan's ideal‐types has only been episodically investigated in the healthcare sector, mainly at the individual health unit or Region level. This article's innovative contribution consists of conducting a qualitative analysis based on a replicable taxonomy that enables further national comparisons. Furthermore, it highlights the need for public healthcare systems to engage more with external stakeholders to improve the quality of their performance governance.
Highlights We employ Bouckaert and Halligan's ideal types of performance management systems to evaluate the prevailing approach employed by local health units (LHUs) in Italy. We empirically analyse performance plans by LHUs using a qualitative evaluation model. The analysis enables territorial comparisons on the performance governance models employed and the identification of main strengths and limitations. We provide for the first time a nationwide analysis of approaches to performance management in healthcare within a national context.
Purpose - The paper aims at contributing to the cutback management and organizational decline streams of research by providing an in-depth analysis of the main challenges that public managers have to ...address in managing public spending and activity cutbacks as a response to the current financial crisis.Design methodology approach - After a literature review of the field, an analysis of the activities of international cooperation between public managers is carried out and the strategies adopted at the global level are compared to the challenges and complexities identified by the literature.Findings - Recovery policies adopted at the international level follow some literature indications such as the clear long-term forward-looking focus and the attention to post-crisis challenges. In turn, the crisis is perceived to have politicized decision making. There are concerns that the pressure to reduce levels of staff and services poses the risk that the public sector will not have the ability to manage future crises.Originality value - Much of the discussion on the crisis focuses on macroeconomic policies and the business sector. Public sector policies are a powerful instrument to overcome the crisis. The article compares recommendations from the theory on crisis management, both in the public and in the private sector, with concrete strategies adopted at the international level.
This book seeks to answer the unsolved questions related to hybrid organisations, adopting a multifaceted approach focussing on different national contexts, including the UK, Italy, Australia, and ...Sweden, as well as global organisations. Authors consider policy sectors including humanitarian aid, local transport, healthcare, and welfare services.
The impact of financial austerity in many countries and the need to set the direction for governments have radically changed several aspects of Public sector management (Rubin and Willoughby 2014; ...Anessi-Pessina et al. 2016). A central component of this effort to transform public management involves using strategic planning and performance measures for budgeting decisions (Joyce 1997). Over the last decade, there has been an increase in the use of performance budgeting at the national as well as at subnational and local level, with varying approaches and results across countries (Bleyen et al. 2017; OECD 2017). This article analyzes the dynamics of strategic planning and performance management practices in relation to the budgeting processes in the context of the Italian central government, with the aim of evaluating whether a predominant integration model is apparent in relation to those used in different countries at the OECD level. Starting in 2009, reforms concerning the implementation of performance management tools in the Italian public sector have been promoted and revised, although the need to fully integrate the performance and budgeting processes looks urgent. Based on data from Italian Ministries, this article analyzes the type of relationship and the degree of coherence between adopted strategic plans and budgets. The results show the persistence of a prevalent misalignment between planning and budgeting. Data that were collected from the analysis of strategic plans and budgets from ten Ministries depict a patchy situation, in which some ministries integrate the processes defining a consistent and comparable model, while some others do not. In the conclusions, areas for improvement of the process are identified, while providing policy implications.
This volume presents and discusses evidence on collaboration between government, businesses and non-profits, focusing on an inter-organizational perspective of managing at the boundaries between ...sectors.
The public sector performance movement has intensified during the past three decades, increasing formalized planning, control and reporting across all OECD countries. Notwithstanding the extant ...literature on performance management, empirical evidence on how and why performance information is used in day-to-day practice is still rare. Such research is relevant not only to advance theory but also to inform decision makers in designing the conditions that effectively contribute to performance and accountability improvements. We aim to contribute to a better understanding of the effects and determinants of use by considering the characteristics of performance management systems, the characteristics of users and context features. We selected two central government case studies from Italy, a country that has adopted several reforms on performance management since the early 1990s. In order to gain insights from both supply and demand side, for each ministry we interviewed people responsible for the design and functioning of the performance management system and top managers that are supposed to use performance information when taking decisions. Results show the prevalence of passive rather than purposeful use. Motivations and obstacles to the use of performance information are identified, drawing relevant practical and policy implications.
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