The Project Data Bank approach to an efficient public investment management system

Includes bibliography

E-packet for ECONOMIC RELATIONSHIP BETWEEN NONPROFIT AND PUBLIC SECTOR ORGANIZATIONS

L'utilizzo del materiale è concesso ai soli studenti iscritti al corso nell'anno accademico in corso, in quanto esso è coperto da copyright internazionale; la Facoltà di Economia di Forlì ha già provveduto a sostenere i relativi costi per gli studenti iscritti. Qualora altri studenti non appartenenti al corso fossero interessati a partecipare, dovranno mettersi in contatto con il prof. Emanuele Padovani per regolarizzare il pagamento dei diritti d'autore. Per ogni altra informazione sull'utilizzo del materiale e sul copyright, si rinvia alla prima pagina dell'E-packet. ENGLISH VERSION: You can use the E-packet only if you are enrolled in this course for the current academic year, because it is copyrighted under international copyright laws and the Faculty of Economics of Forlì has paid just the amount for this year's students. If you are interested in this material, you can ask information to Professor Emanuele Padovani. For any further information on the use of this material, please read the disclaimer contained in the first page of it.

Syllabus ECONOMIC RELATIONSHIP BETWEEN NONPROFIT AND PUBLIC SECTOR ORGANIZATIONS

Questo è il syllabus completo del corso: stampatelo e portatelo sempre a lezione! Al fine di evitare duplicazioni, evitate di stampare le pagine della Guida dello Studente. ENGLISH VERSION: This is the complete syllabus: print it and keept it always with you when you have classes! Do not print out the pages contained in the Student's guide to avoid redundancies.

Formal planning rationality in public sector professional work: between discourse and practice

Although rational models of formal planning have been seriously criticized by strategy literature, they not only remain a widely used organizational practice in private firms, but they have increasingly been entering public, professional organizations too, as part of public sector managerial reforms. This research addresses this apparent paradox, exploring the meaning of formal planning in public sector professional work. Curiously, this is an issue that remains under-investigated in the literature: the long debate on formal planning in strategy research devoted scant attention to its diffusion in the public sector, and public sector studies have scrutinized the introduction of other management tools in professional work, but very limitedly formal planning itself. In fact, little is known on the actual meaning of formal planning in public, professional services. This research is based upon a case of adoption of formal planning tools in a public hospital. Embracing a discourse analytical lens, it examines which formal planning discourse entered professional work, to what extent, and how professionals interpret it and engage with it in their practice. The analysis uncovers dynamics of social construction of meaning where, eventually, a formal planning discourse both shapes and is shaped by professional practice. In particular, it is found that formal planning rationality largely penetrated professional work, but not to the detriment of professional values. Morevover, formal planning ‘fails’ as a tool for rational decision making, but it takes up a knowledge work and a social value in professional work, as a tool for explicitation of action courses and for dialogue between otherwise more disconnected parts of the organization.

Summary of public sector labor relations policies : statutes, attorney generals' opinions, and selected court decisions /

"Prepared by Tali Rider"--P. v.

Understanding fact finding and arbitration in the public sector.

Mode of access: Internet.

Public sector labor relations : an evaluation of policy-related research : final report /

Includes bibliography and index.

Competitive advantage in public-sector organizations: explaining the public good/sustainable competitive advantage paradox

Resource-based views of the firm and in particular Kay's (Why Firms Succeed. Oxford: Oxford Univ. Press, 1995) model of sustainable competitive advantage have been used to advance an understanding of differences in the competitive advantage of private-sector firms. We extend the analysis to a public-sector firm where its major purpose includes engaging in public good by giving away its knowledge base and services. The case highlights the paradox that many public-sector organizations face in simultaneously pursuing public good and sustainable competitive advantage. While Kay's model is applicable for understanding intergovernmental agency competition, we find it necessary to incorporate resource dependency theory to address the paradox. Implications for theory and practice are provided. (C) 2002 Elsevier Inc. All rights reseved.

Use of derivatives in public sector organisations

The present paper develops and tests a model explaining public sector derivative use in terms of budget discrepancy minimization. The model is different from private sector models. Private sector models do not readily translate into the public sector, which typically faces different objectives. Hypotheses are developed and tested using logistic regression over a sample of Australian Commonwealth public sector organizations. It is found that public sector organization derivative use is positively correlated with liabilities and size consistent with the hypotheses concerning budget discrepancy management.

Going up? Women in the public sector

Abstract: Purpose – This paper aims to document women's reflections on their careers over a ten-year period to provide quantitative baseline data on which to frame follow-up in-depth interviews. The participants work in the public service in Queensland (Australia) and had been recommended for, and participated in, women in management (WIM) courses conducted in the early 1990s. Design/methodology/approach – Data were collected by means of a survey (containing closed and open items) which gathered demographic data and data related to employment history, perceptions of success and satisfaction, and the women's future career expectations. Findings – Findings revealed that the percentage of women in middle and senior management had increased over the ten-year period, although not to the extent one might have anticipated, given that the women had been targeted as high flyers by their supervisors. While not content with their classification levels (i.e. seniority), the majority of the cohort viewed their careers as being successful. Practical implications – Questions arise from this study as to why women are still “not getting to the top”. There are also policy implications for the public service concerning women's possible “reinventive contribution” and training implications associated with women only courses. Originality/value – The study is part of an Australian longitudinal study on the careers of women who attended a prestigious women-only management course in the early 1990s in Queensland. This is now becoming a study of older women.