Search
Now showing items 1-9 of 9
Are There Managerial Practices Associated with Service Delivery Collaboration Success?: Evidence from British Crime and Disorder Reduction Partnerships
(John F. Kennedy School of Government, Harvard University, 2011)
Little empirical work exists measuring if interagency collaborations delivering public services produce better outcomes, and none looking inside the black box at collaboration management practices. We examine whether there ...
The Global Health System: Actors, Norms, and Expectations in Transition
(Public Library of Science, 2010)
The article discusses the changing quality of global health institutions. It cites the factors that affect the change including variety of civil society, nongovernmental organizations, and private firms, changing relationships ...
The Methodology of Positive Policy Analysis
(John F. Kennedy School of Government, Harvard University, 2010)
Policy analyses frequently clash. Their disagreements stem from many sources, such as models, empirical estimates, values, who should have standing, and weighting of different criteria. We provide a simple taxonomy of ...
Successfully Executing Ambitious Strategies in Government: An Empirical Analysis
(John F. Kennedy School of Government, Harvard University, 2009)
How are senior government executives who attempt to execute an ambitious vision requiring significant strategic change in their organizations able to succeed? How do they go about formulating a strategy in the first place? ...
Hard, Soft, or Tough Love: What Kinds of Organizational Culture Promote Successful Performance in Cross-Organizational Collaborations?
(John F. Kennedy School of Government, 2012)
One of the most-pervasive debates in literature on managing people is whether using “hard” or “soft” approaches produces better organizational performance -- those seeking to influence behavior by pressuring or by nurturing. ...
Development as Leadership-led Change
(John F. Kennedy School of Government, 2010)
Development involves change, but many development initiatives produce unimpressive results. The authors ask why and consider how to close the gap between the intended change and what we actually see in the evidence. This ...
Isomorphism and the Limits to African Public Financial Management Reform
(2009)
Many reform results fall below expectations in the development arena, especially in the public sector. Do the reforms just need more time to work better, or should we adjust our expectations? In addressing this question, ...
Measuring the Efficacy of Leaders to Assess Information and Make Decisions in a Crisis: The C-LEAD Scale.
(John F. Kennedy School of Government, Harvard University, 2009)
Based on literature and expert interviews, we developed the Crisis Leader Efficacy in Assessing and Deciding scale (C-LEAD) to capture the efficacy of leaders to assess information and make decisions in a public health and ...
Reforming Public Financial Management in Africa
(John F. Kennedy School of Government, Harvard University, 2010)
Successful public sector reform is rare in Africa. Over twelve years, Ethiopia transformed its public financial management (PFM) to international standards and now has the third best system in Africa that is managing the ...