International Journal of Excellence in Government最新文献

{"title":"An analysis of a benchmarking initiative to help government entities to learn from best practices – the “Dubai We Learn” initiative","authors":"R. Mann, D. Adebanjo, A. Abbas, Zeyad Mohammad El Kahlout, A. Nuseirat, Hazza Khalfan Al Neaimi","doi":"10.1108/ijeg-11-2018-0006","DOIUrl":"https://doi.org/10.1108/ijeg-11-2018-0006","url":null,"abstract":"\u0000Purpose\u0000This paper aims to investigate the mechanisms for managing coordinated benchmarking projects and the outcomes achieved from such coordination. While there have been many independent benchmarking studies comparing the practices and performance of public sector organisations, there has been little research on initiatives that involve coordinating multiple benchmarking projects within public sector organisations or report on the practices implemented and results from benchmarking projects. This research will be of interest to centralised authorities wishing to encourage and assist multiple organisations in undertaking benchmarking projects.\u0000\u0000\u0000Design/methodology/approach\u0000The study adopts a case study methodology. Data were collected on the coordinating mechanisms and the experiences of the individual organisations over a one-year period.\u0000\u0000\u0000Findings\u0000The findings show successful results (financial and non-financial) across all 13 benchmarking projects, thus indicating the success of a coordinated approach to managing multiple projects. The study concluded by recommending a six-stage process for coordinating multiple benchmarking projects.\u0000\u0000\u0000Originality/value\u0000This research gives new insights into the application and benefits from benchmarking because of the open access the research team had to the “Dubai We Learn” initiative. To the authors’ knowledge the research was unique in being able to report accurately on the outcome of 13 benchmarking projects with all projects using the TRADE benchmarking methodology.\u0000","PeriodicalId":123016,"journal":{"name":"International Journal of Excellence in Government","volume":"120 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-05-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128064779","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Special autonomy policy evaluation to improve community welfare in Papua province Indonesia","authors":"Purwoko Aji Prabowo, B. Supriyono, I. Noor, M. Muluk","doi":"10.1108/ijeg-06-2019-0011","DOIUrl":"https://doi.org/10.1108/ijeg-06-2019-0011","url":null,"abstract":"\u0000Purpose\u0000The purpose of this study is to evaluate the Special Autonomy policy to improve the community welfare of Papua Province.\u0000\u0000\u0000Design/methodology/approach\u0000This study was carried out using a qualitative approach assessing program activities and client satisfaction. It focused on program activity, target and implementation effectively and efficiently, involving the client’s evaluation process. Research data was obtained from the Papua Regional Development Planning Agency and separated into primary and secondary sources. Primary data was obtained through observation, interview and documentation from several informants. The informants were determined based on the role and involvement in the Papua Province Special Autonomy. Secondary data sources were obtained through field studies, scientific journals, previous research, written documents from relevant agencies, internet and electronic and print media.\u0000\u0000\u0000Findings\u0000This study exhibits characteristics of Papua Province Special Autonomy, which are identical to an asymmetric decentralization model, although it took 20 years of implementation because of the lack of evaluation and improvement. It disproves Katorobo’s (2004) theory that the said asymmetric decentralization model is more effective than symmetrical decentralization. Material requirement planning (MRP) empowerment or abolition should be considered important because of the lack of positive results. Otsus needs to improve the system and financial management, considering financial distribution for developed regions in the coastal areas and plains rather than mountainous regions.\u0000\u0000\u0000Originality/value\u0000This research was conducted because of the phenomenon of Papua Province Special Autonomy, also driven by the problems in the implementation of Special Autonomy Policy for Papua Province that had not borne optimum results. This study aimed to make recommendations for the Special Autonomy policy of the Papua Province to improve community welfare.\u0000","PeriodicalId":123016,"journal":{"name":"International Journal of Excellence in Government","volume":"61 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-04-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115616171","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Excellence 4.0 in the public sector: some lessons from the UAE experience","authors":"P. Saraiva","doi":"10.1108/IJEG-02-2019-0003","DOIUrl":"https://doi.org/10.1108/IJEG-02-2019-0003","url":null,"abstract":"Current times demand, more than ever, for organizational excellence to be updated as a concept and implemented with ambition for addressing many critical societal challenges. Among such challenges, digital transformation forces us to consider new paradigms, such as Quality 4.0 or Excellence 4.0 (Zairi, 2018; Saraiva et al., 2019), with the public sector playing a major potential role in leading the way and driving organizational excellence efforts (Saraiva, 2018). Under this context, from the many international initiatives and results that are taking place across the world (Saraiva, 2016; Saraiva et al., 2019), what deserves recognition is that the events happening in the UAE, under the leadership of its government, is really inspiring and establishes a strong platform of best practices, with strong and impactful results, from many points of view. Among many other programs that have been designed and deployed, in the next paragraphs, I will briefly outline some of the key features related with my analysis and experience with both the Sheikh Khalifa Government Excellence Program (www.skgep.gov. ae/en) and the Abu Dhabi Award for Excellence Program (www.adaep.ae/en). The underlying models and approaches adopted are quite innovative, including a sound, deep and updated view of what quality and excellence mean in the present century and worldwide environment (Sampaio and Saraiva, 2010). Broad and rather complete views are assumed, together with a consistent set of pillars and criteria for assessment, where it becomes quite easy to connect what is being done (capabilities) with the performances being achieved (results). But rather than just relying on a very sound excellence model, in the UAE, we are witnessing improvement that takes place in a consistent and persistent way, through a really ambitious Government Excellence System (www.skgep.gov.ae/en), with a number of interesting features:","PeriodicalId":123016,"journal":{"name":"International Journal of Excellence in Government","volume":"45 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127026398","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Government excellence","authors":"Julie Furst Bowe","doi":"10.1108/ijeg-02-2019-0002","DOIUrl":"https://doi.org/10.1108/ijeg-02-2019-0002","url":null,"abstract":"Organizational excellence models, and related national quality awards, have been developed by many governments around the globe to make their country ’ s organizations, including large and small businesses, health-care facilities, schools and government agencies more customer-focused and competitive in the larger economy. Although these models and awards programs vary by country, in general, they involve a robust set of criteria in areas such as leadership, planning, information systems and human capital. Organizations complete a self-assessment based on the relevant criteria and then they are evaluated and scored by a team of experts on how well the organization deploys processes in these areas, their associated results and their systems for learning and improving processes and results. Organizations that receive the highest scores are typically recognized with some level of excellence award during an annual ceremony, sponsored by the government, and best practices from honorees are promoted, shared and often incorporated into the criteria. The UAE is currently in the fourth cycle of its journey toward government excellence.","PeriodicalId":123016,"journal":{"name":"International Journal of Excellence in Government","volume":"139 6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116539469","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The development of good governance model for performance improvement","authors":"Haliah Haliah, N. Nirwana","doi":"10.1108/IJEG-09-2018-0004","DOIUrl":"https://doi.org/10.1108/IJEG-09-2018-0004","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to re-test the determinant factors of the quality of financial statements and performance of the government by adding contextual factors, such as the personal factor, system/administrative factor and political factor, that may affect the quality of financial statement information and performance of the government. The personal factor is proxied to the competencies that affect the quality of financial statements and performance. The social administrative factor is proxied on the regulations and presentation of quality financial statements.\u0000\u0000\u0000Design/methodology/approach\u0000The analysis unit in this study was conducted at the organizational level. The research object was in the South Sulawesi Province. This was a descriptive and verificative research with a survey technique. Based on the objectives of the research, this is an explanatory study. The research method used was an explanatory survey with a quantitative approach. The population of this research was proxied to the Regional Unit Organization (Organisasi Perangkat Desa/OPD) which compiled the financial statements in the South Sulawesi Provincial Government and consisted of 803 units of local government agencies (Satuan Kerja Perangkat Daerah or SKPD). The purposive sampling technique was chosen under the following criteria: the regional government whose financial statement has been audited by the BPK, the regional government whose financial accountability report has been evaluated by Indonesia’s Agency for Financial, and Development Supervision (Badan Pengawasan Keuangan dan Pembangunan or BPKP). In line with the criteria mentioned above, the minimum samples required for 26 observations/indicators are 5 × 26 = 130 respondents. The sample size met the minimum sample requirement of five for each group (cell) (Hair et al., 2006, p. 112).\u0000\u0000\u0000Findings\u0000The personal factor “competence” affects the financial statements’ quality. The high personal factor “competence” will affect the high financial statements’ quality. The system/administration factor “regulation” affects the financial statement quality. The high system/administration factor “regulation” will affect the high financial statements’ quality. Political factors affect the financial statements’ quality. The high political factors will affect the high financial statements’ quality. The personal factor “competence” has no direct effect on the performance. The high personal factor “competence” will not affect the high or low of the performance. However, there is a significant indirect effect between the personal factor “competence” on performance through the financial statements’ quality, which means that the higher personal factor “competence” will lead to higher performance through financial statements’ quality. The system/administration factor “regulation” does not directly affect the performance. The high system/administration factor “regulation” will not affect the high or low of the performance. However ","PeriodicalId":123016,"journal":{"name":"International Journal of Excellence in Government","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127853251","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Shaping the future of government through excellence","authors":"M. Zairi","doi":"10.1108/IJEG-02-2019-0005","DOIUrl":"https://doi.org/10.1108/IJEG-02-2019-0005","url":null,"abstract":"","PeriodicalId":123016,"journal":{"name":"International Journal of Excellence in Government","volume":"102 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122982682","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Driving an ambitious vision with excellence the UAE Government excellence model","authors":"Marwan Al Zaabi","doi":"10.1108/IJEG-02-2019-0004","DOIUrl":"https://doi.org/10.1108/IJEG-02-2019-0004","url":null,"abstract":"Introduction Based on the directives of His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, a government excellence model (GEM) has been developed to serve the ambitious vision of the UAE. This vision is for the UAE to be among the best countries in the world and keep pace with leading programs and projects implemented by the Country in the field of governmental development, service development, innovation and future shaping. It also involves coping with the modern trends in public sector administration to reach leadership position in all fields. Since His Highness Sheikh Mohammed bin Rashid Al Maktoum became the Prime Minister of the UAE in 2006, the UAE Government has gone through major development leaps that achieved first leading position for the UAE in government efficiency and raising UAE’s ranking position in global competitiveness indexes. The GEM pillars and criteria were designed and developed based on successful practices applied by UAE Government through structured criteria that inform interested parties wishing to achieve effective leadership position about the programs, initiatives and strategies that need to be adopted and implemented. These have been included within three main pillars: the vision achievement, innovation and enablers. The Model is adopted as a basis for assessing government entities. Therefore, with the GEM, entities can determine their level of maturity toward achieving effective leadership and can identify improvement opportunities, which will help entities in achieving their ambitious objectives. Consequently, entities will be able to express a new way of thinking based on disruptive thinking in planning, implementing and developing government work","PeriodicalId":123016,"journal":{"name":"International Journal of Excellence in Government","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116625923","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"An exploration into the problematic public policies and the leadership challenge for socio-economic transformation in South Africa","authors":"K. Ndalamba","doi":"10.1108/IJEG-09-2018-0003","DOIUrl":"https://doi.org/10.1108/IJEG-09-2018-0003","url":null,"abstract":"\u0000Purpose\u0000This paper aims to explore the problematic of public policies and leadership challenges for socio-economic transformation in South Africa. The paper illustrates that policies and laws of socio-economic reform have been introduced in democratic South Africa. However, socio-economic transformation remains a challenge. Lack of trust in the leadership relationships amongst political and economic agents is pointed as a contributing factor. Hence, LE emerges as a leadership strategy to help mitigate the problem.\u0000\u0000\u0000Design/methodology/approach\u0000The paper starts by presenting the current economic situation of South Africa touching on some important economic indicators to illustrate the consequences of poor leadership in public policy implementation process. The paper then analyses the leadership challenges to drive socio-economic reforms that have been introduced in South Africa since the end of apartheid with focus on the current National Development Plan. Lack of trust in leadership is identified as a problematic factor and leadership ethos (LE) emerges as a leadership strategy to enable the building of trust in leadership for the purpose of a successful implementation of public policies.\u0000\u0000\u0000Findings\u0000Lack of trust in leadership is identified as a problematic factor contributing in the absence of cooperation and collaboration in the leadership relationship amongst public servants (from up to bottom) and citizens for the purpose of successful implementation of public policies. Hence, there is need for a new leadership paradigm that would enable the building of trust in these leadership relationships. LE emerges as such a leadership strategy.\u0000\u0000\u0000Practical implications\u0000The paper calls for an exploration into the understanding and practice of LE and its inherent critical success factors (CSFs) considered as a leadership strategy that can help drive particularly public policies implementation process. LE intends to promote moral leadership that helps public servants to build good character and thus the will to do the right thing, and mutually trusting relationship is a CSF of LE. Therefore LE enables build the much needed trust in leadership relationships for a successful organisational leadership and management.\u0000\u0000\u0000Originality/value\u0000This paper provides significant implications by identifying lack of trust as a problematic factor in the leadership relationships amongst political and economic agents in South Africa, contributing thus in the poor implementation of public policies. LE emerges as a leadership strategy that would help mitigate the problem by enabling the building, the maintenance and restoration of trust in organisational and or institutional management for a successful public policy implementation process.\u0000","PeriodicalId":123016,"journal":{"name":"International Journal of Excellence in Government","volume":"43 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-01-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133347907","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}