Exploring Board Behavior in a Public Context: Experiences from a Swedish Municipal Corporation

IF 2.2 3区管理学 Q2 PUBLIC ADMINISTRATION

Public Performance & Management Review Pub Date : 2022-12-09 DOI:10.1080/15309576.2022.2151477

Elin Smith, T. Uman, S. Collin

引用次数: 2

Abstract

Abstract Based on an eclectic behavioral theoretical approach and institutional logic, this study explores what constitutes board behavior in the public setting. The empirical material relates to a longitudinal case study of a local municipal corporation (MC). Whereas private sector board research tends to highlight the tasks of control and service, we have identified multiple board tasks in Swedish MCs: control, decision-making, service, conflict resolution, education, legitimizing the MC, and key value implementation. We also found four contingencies of board tasks in our data, namely board composition, board leadership, presidium empowerment, and board processes, thus providing further knowledge on the emergence of specific board tasks in MCs. By combining the eclectic behavioral and institutional logics perspectives, our study highlights how and why different board behavior emerges from an institutional frame. Our findings contribute to the nascent field of research on public boards by providing empirical insights into public board behavior.

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探讨董事会在公共环境中的行为:来自瑞典市政公司的经验

摘要基于折衷的行为理论方法和制度逻辑，本研究探讨了公共环境中董事会行为的构成。实证材料涉及一个地方市政公司（MC）的纵向案例研究。尽管私营部门董事会的研究倾向于强调控制和服务的任务，但我们在瑞典MC中发现了多个董事会任务：控制、决策、服务、冲突解决、教育、MC合法化和关键价值实施。我们还在数据中发现了董事会任务的四个偶然性，即董事会组成、董事会领导、主席团授权和董事会流程，从而进一步了解了MC中出现的具体董事会任务。通过将折衷的行为逻辑和制度逻辑相结合，我们的研究强调了不同的董事会行为是如何以及为什么从制度框架中产生的。我们的研究结果通过提供对公共董事会行为的实证见解，为公共董事会的新兴研究领域做出了贡献。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Public Performance & Management Review PUBLIC ADMINISTRATION-

CiteScore

5.50

自引率

16.10%

发文量

期刊介绍： Public Performance & Management Review (PPMR) is a leading peer-reviewed academic journal that addresses a broad array of influential factors on the performance of public and nonprofit organizations. Its objectives are to: Advance theories on public governance, public management, and public performance; Facilitate the development of innovative techniques and to encourage a wider application of those already established; Stimulate research and critical thinking about the relationship between public and private management theories; Present integrated analyses of theories, concepts, strategies, and techniques dealing with performance, measurement, and related questions of organizational efficacy; and Provide a forum for practitioner-academic exchange. Continuing themes include, but are not limited to: managing for results, measuring and evaluating performance, designing accountability systems, improving budget strategies, managing human resources, building partnerships, facilitating citizen participation, applying new technologies, and improving public sector services and outcomes. Published since 1975, Public Performance & Management Review is a highly respected journal, receiving international ranking. Scholars and practitioners recognize it as a leading journal in the field of public administration.