Australian Journal of Public Administration最新文献

{"title":"At a cost: A review of the public accountability risks of Social Impact Bonds","authors":"Simon Demuynck,&nbsp;Wouter Van Dooren","doi":"10.1111/1467-8500.12610","DOIUrl":"10.1111/1467-8500.12610","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>Social Impact Bonds (SIBs) have gained popularity as an alternative financing method for public services. SIBs promise to have lower risks for public budgets than traditional approaches. However, integrating private finance instruments into established public accountability procedures is notoriously difficult. Through a systematic review of the empirical research on implemented SIBs, this article examines those public accountability concerns. The results indicate that narratives of a new, more horizontal way of holding organisations accountable should not be accepted too easily. Risks are identified in the literature in four public accountability dimensions: transparency, controllability, responsiveness, and liability. Accountability safeguards will need to centre on establishing detailed procedures that precisely delineate the role of each actor, building effective platforms for both gathering and sharing information, and adequately transferring risks. At the same time, these safeguards could come at the cost of the attractiveness of the instrument for investors, creating a catch-22 in which making the SIB a sustainable model of service delivery at the same time may undermine its viability.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>To address public accountability risks, practitioners can focus on establishing procedures that clearly define the roles of each actor involved in the SIB, creating effective platforms for gathering and sharing information between partners and making sure that financial risks are adequately transferred to private partners.</li>\u0000 \u0000 <li>At the same time, implementing safeguards for public accountability may prove challenging, as it increases transaction costs and undermines the attractiveness of SIBs for all actors.</li>\u0000 \u0000 <li>Administrations should use SIBs sparingly and transition from multiplex SIBs to two-party contracts once programmes prove effective.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"83 4","pages":"697-716"},"PeriodicalIF":2.1,"publicationDate":"2023-10-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135918938","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Governing Greater Sydney: The democratic promise and contention of local governments’ metropolitan integration","authors":"Jordan Taylor","doi":"10.1111/1467-8500.12601","DOIUrl":"10.1111/1467-8500.12601","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>Metropolitan planning in Australia is argued to suffer from a ‘governance deficit’, alongside various calls for planning reform. The Greater Sydney Commission (renamed the Greater Cities Commission in 2022) was established in 2015 as a state-appointed planning commission to preside over new strategic and statutory planning powers; local governments’ metropolitan integration is one tenet of the reform's ambition for a more cohesive system. While the grounds for reform are often argued on effective terms, there is a clear need to explore the ways it may suffer from a ‘democratic deficit’ or be democratically defensible. This study explores the shifting planning powers, accountabilities, and forms of interest representation at the local level of the political system, in Australia's most concerted contemporary metropolitan reform attempt.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>The reformed planning process promoted new forms of substantive exchange and coordination from the local government sector informing local, district, and metropolitan planning processes.</li>\u0000 \u0000 <li>Interest representation outside of local governments’ required plans is largely voluntary; Western City District councils demonstrated considerably more inter-council collaboration as well as collaboration with the Commission than the Central City District. New forms of inter-local exchange and coordination may help address ‘fragmented’ localism.</li>\u0000 \u0000 <li>The reform has improved prior democratic qualities of local strategic planning and improved policy accountabilities between councillors, the community, and planners in a loose compliance framework.</li>\u0000 \u0000 <li>The state's governance of housing growth targets and land use was said to contradict what had been negotiated between councils and the Commission, alongside local governments’ increasingly narrow land-use and development approval powers and policy churn of its governance.</li>\u0000 \u0000 <li>Practitioners can use the meta-governance framework to consider the democratic ‘performance’ or defensibility of the Greater Sydney Commission's governance system and improve this or similar metropolitan governance reform settings.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"83 3","pages":"433-456"},"PeriodicalIF":2.1,"publicationDate":"2023-10-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8500.12601","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135970154","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Information provision by non-government actors in the Australian National Disability Insurance Scheme: A key market stewardship function in social care quasi-markets","authors":"Celia Green,&nbsp;Eleanor Malbon,&nbsp;Gemma Carey","doi":"10.1111/1467-8500.12606","DOIUrl":"10.1111/1467-8500.12606","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>The use of quasi-markets for the delivery of social care continues to grow internationally. This has presented considerable challenges regarding governance and stewardship of these markets, to ensure they meet policy goals. To date, both scholarship and practice on quasi-market stewardship have mainly focused on the role of government. However, non-government actors can also play important stewardship roles. For effective stewardship, there needs to be integration between government and non-government actors in the system, not just a top-down approach. This paper explores the stewardship role of non-government actors in the Australian National Disability Insurance Scheme (NDIS) with a focus on the role of information provision as a key market stewardship function. Findings show non-government information providers play important stewardship roles that increase choice and control for citizens, enhance market sufficiency, diversity, and innovation, and support other actors in the system. We argue for a shift in the conception of market stewardship as primarily a government activity and recommend the market stewardship actions of non-government actors be better acknowledged, funded, and ‘joined up’ with the market stewardship role of government to enable social care quasi-markets to operate more effectively.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>Information provision by non-government actors is a key market stewardship function in social care quasi-markets.</li>\u0000 \u0000 <li>Market stewardship needs to be the responsibility of a much greater range of actors than government alone.</li>\u0000 \u0000 <li>A framework for ‘distributed stewardship’ can help join up the stewardship actions of non-government actors with those of government to support information flows for more effective stewardship.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"82 4","pages":"507-528"},"PeriodicalIF":2.2,"publicationDate":"2023-10-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8500.12606","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135146181","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Can network analysis identify market problems in quasi-markets? A proof-of-concept study on the National Disability Insurance Scheme","authors":"Damon Alexander,&nbsp;Gemma Carey,&nbsp;Eleanor Malbon,&nbsp;Helen Dickinson,&nbsp;David Gilchrist,&nbsp;Gordon Duff,&nbsp;Satish Chand,&nbsp;Anne Kavanagh","doi":"10.1111/1467-8500.12608","DOIUrl":"10.1111/1467-8500.12608","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>The use of markets has a long history in the delivery of social services. Market-based arrangements are used worldwide with the goal of increasing choice, efficiency, and cost effectiveness in public service delivery. However, government-run markets or ‘quasi-markets’ do not behave as regular markets and therefore require interventions and stewardship in order to function efficiently and meet the social goals they aim to achieve. We assess the usefulness of functional network analysis (FNA) (a form of social network analysis) for identifying market gaps and market failure in quasi-markets to assist governments in their stewardship roles. We test the utility of this approach within an Australian quasi-market for disability services, where data were collected via surveys with disability providers in two case study sites. In this proof-of-concept study, data were analysed using FNA techniques. We find that FNA techniques can generate insights to identify quasi-market problems. We find that FNA can be augmented with organisational characteristics such as size, profit margin, and ‘for profit’ status, enabling evaluation of the potential risks occurring within a particular quasi-market structure.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>Functional network analysis provides a method for identifying thin markets in quasi-market systems such as the National Disability Insurance Scheme (NDIS).</li>\u0000 \u0000 <li>Authorities have not made data available regarding NDIS thin markets, so this research conducts a survey to replace data; however, the survey is incomplete and so must only be used as a proof of concept for the functional network analysis method.</li>\u0000 \u0000 <li>Functional network analysis provides promise for identifying thin markets in the NDIS.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"83 3","pages":"510-525"},"PeriodicalIF":2.1,"publicationDate":"2023-10-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8500.12608","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135147133","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"What roles might automation play in the future of public administration journal peer review processes?","authors":"Helen Dickinson,&nbsp;Catherine Smith","doi":"10.1111/1467-8500.12611","DOIUrl":"10.1111/1467-8500.12611","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>Publishing in journals is crucial in the creation of knowledge within the public administration field and the career advancements of individuals. Each year, more articles enter journal publishing systems, and it is becoming more difficult and time consuming for editors to secure reviewers. A range of technological applications have been developed that apply automation techniques to various aspects of the peer review process and these are explored in this paper. We find some potentially promising applications in terms of assessing aspects of quality and in identifying potential reviewers. The replacement of humans in review processes is less clear cut and there are dangers in exacerbating inequities within the field. The value of peer review is particularly important for early career researchers and building a community of scholarship in the public administration field. It is crucial we recognise this and do not lose positives of peer review processes to address some of the issues currently experienced.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>Academic journals help create knowledge within the field of public administration and play a role in career advancement of individual academics. Yet, there are a number of well-established challenges with peer review processes.</li>\u0000 \u0000 <li>Recent advancements in technologies such as Artificial Intelligence offer the potential to automate some processes associated with peer review.</li>\u0000 \u0000 <li>Several automation processes are already available and in use around some areas of peer review processes and these are explored in this paper.</li>\u0000 \u0000 <li>But it is unlikely that automation will replace humans in peer review processes, and it is important that the public administration community revisits the importance of these processes and considers how these are valued and rewarded.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"83 1","pages":"123-133"},"PeriodicalIF":2.2,"publicationDate":"2023-10-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8500.12611","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135146808","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Are Australian regulatory and policy frameworks ready for a distributed-energy-resources-led energy transition?","authors":"Alexandr Akimov,&nbsp;Julian Inchauspe,&nbsp;Mike Mouritz,&nbsp;Angie Silva","doi":"10.1111/1467-8500.12609","DOIUrl":"10.1111/1467-8500.12609","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>Electricity markets are facing innovation disruptions at levels never seen before. One of the major drivers is the introduction of distributed energy resources (DERs) technologies, especially those that apply to rooftop solar power. This has called into question established regulatory practices and brought new challenges to system operations. In this context, this article seeks to provide a comprehensive investigation of potential policy options for Australia's energy markets from two perspectives. We first examine recent and proposed reforms in this area, and then proceed to review the challenges for Australian regulators that will have major implications for the future, affecting policymaking, regulation, and market design.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>The Australian energy framework is complicated, reflecting its regulatory history, geographical complexity, and federal governance structure.</li>\u0000 \u0000 <li>As a force for creative distraction, the penetration of DERs has created challenges for the electricity system and requires careful regulatory treatment.</li>\u0000 \u0000 <li>Topical themes in the regulation of DERs include, amongst others, technical standards, metering access, reserve capacity, new business models, network stability, the role of regulated utilities, and support for low-income households.</li>\u0000 \u0000 <li>The necessary regulatory transition is accepted as being evolutionary rather than revolutionary in nature so as to enable the existing major stakeholders to adapt to the new environment.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"82 4","pages":"529-556"},"PeriodicalIF":2.2,"publicationDate":"2023-10-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8500.12609","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135482475","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Workplace democracy in action? Assessing employee board representation in Australian government agencies","authors":"Benjamin Clark","doi":"10.1111/1467-8500.12607","DOIUrl":"10.1111/1467-8500.12607","url":null,"abstract":"&lt;div&gt;\u0000 \u0000 \u0000 &lt;section&gt;\u0000 \u0000 &lt;p&gt;Various scholars and political actors advocate workplace democratisation to give employees greater influence over decision-making. Many suggest employee board representation (EBR) as a mechanism to facilitate this, but some question how influential employee board representatives (EBRs) are and whether they represent their colleagues’ views. This study investigates the extent to which EBR contributes to workplace democratisation, via a comparison of three Australian public sector organisations. The study found EBRs exerted significantly more influence at the Australian National University than at the Australian Broadcasting Corporation and the Australian Film Television and Radio School. Most EBRs wanted to draw upon staff experiences but their communication with colleagues was often constrained. Variances of influence were explained by the number of EBRs, the actions of the Chair, chief executive officer, government, and other board members. Two findings stand out as unique contributions: the importance of appointment powers to EBR influence in the public sector, and EBRs’ limited influence on labour issues in the Anglosphere due to the adversarial system of labour bargaining being positioned largely outside the boardroom. The study concludes that EBR is a non-tokenistic form of workplace democratisation, albeit with a specific scope, which has utility within a mix of democratising mechanisms.&lt;/p&gt;\u0000 &lt;/section&gt;\u0000 \u0000 &lt;section&gt;\u0000 \u0000 &lt;h3&gt; Points for practitioners&lt;/h3&gt;\u0000 \u0000 &lt;div&gt;\u0000 &lt;ul&gt;\u0000 \u0000 &lt;li&gt;Most EBRs exerted a limited or moderate influence on decision-making, but others exerted more significant influence. They were most influential on matters related to their experience and expertise and were largely unable to influence workers’ pay, conditions, and other labour issues.&lt;/li&gt;\u0000 \u0000 &lt;li&gt;Most EBRs did not represent their colleagues in a transactional or direct sense, but drew upon their experiences as staff members when making decisions. However, EBRs had fluctuating issues communicating with their fellow employees, largely due to managerial direction around confidentiality.&lt;/li&gt;\u0000 \u0000 &lt;li&gt;The number of SEDs on the board and the actions of other board members, the Chair, chief executive officer, and the government explained the variances in SEDs’ influence between agencies.&lt;/li&gt;\u0000 \u0000 &lt;li&gt;This study's findings regarding EBR influence were middling compared to European research, but appointment powers were found to be particularly important in the public sector context. EBRs’ influence was found to be limited on labour issues, suggesting a potential clash between the corporatist inclination of EBR and the adversarial syst","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"83 3","pages":"475-495"},"PeriodicalIF":2.1,"publicationDate":"2023-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8500.12607","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136280519","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Behavioural change and cultural evolution, rather than cultural change: Insights for Australian Public Service Reform","authors":"Fiona Buick","doi":"10.1111/1467-8500.12605","DOIUrl":"10.1111/1467-8500.12605","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>Cultural change is often positioned as central to transformation within the Australian Public Service (APS). The ongoing focus on cultural change suggests it has not yet been realised, which is unsurprising, given it is so difficult to change. However, cultural change may also be impeded due to the way it is portrayed within the APS. This article draws on the work of Schein to identify three problems with how organisational culture and cultural change are portrayed in the APS, including the focus on a unified APS culture, the simplistic way in which culture is portrayed, and the general and high-level claims for how to achieve cultural change. It provides three recommendations for how these problems can be addressed, including focusing on high-level principles for conduct across the APS (rather than a unified APS culture), focusing on cultural evolution at the department, agency, and subunit levels, and supporting cultural evolution through establishing mechanisms for behavioural change. Adopting this approach could enable the APS to realise desired changes and enable success of the Albanese Government's APS reform agenda.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>Cultural change is difficult to achieve due to culture being deeply embedded, underpinned by a stable system of values, beliefs, and assumptions.</li>\u0000 \u0000 <li>Change could be realised within the APS through focusing on cultural evolution, rather than cultural change—specifically at the department, agency, and subunit levels where there is some compatibility between existing and desired cultures.</li>\u0000 \u0000 <li>Cultural evolution requires the identification of the specific behaviours required for effective change, followed by a reconfiguration of a range of mechanisms required to embed and reinforce behavioural change.</li>\u0000 \u0000 <li>Leaders play a central role in facilitating behavioural change and cultural evolution, but doing this effectively may require leadership cognitive shifts; therefore, leaders need support and development.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"83 3","pages":"502-509"},"PeriodicalIF":2.1,"publicationDate":"2023-09-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8500.12605","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135208089","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"What influences public decision-makers? An Australian case study","authors":"Mitzi Bolton","doi":"10.1111/1467-8500.12604","DOIUrl":"10.1111/1467-8500.12604","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>Limited or incomplete achievement of societal aspirations, such as the realisation of sustainable development, can lead to distrust in government and the public sector. This paper takes an empirical approach to uncover (1) what factors influence public decision-makers, (2) if such factors apply equally irrespective of the decision, and (3) which are most important. Thirty-five interviews of public servants within the subnational State of Victoria, Australia, yield 40 common influences upon decision-makers. Collectively, these influences result in an unmanageably complex operating environment. Statistical and network mapping analyses further demonstrate decision context and decision-maker self-efficacy impact influence importance.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>Forty different influences make the public sector operating environment incredibly complex; they explain why public outcomes can deviate from stated objectives.</li>\u0000 \u0000 <li>These influences vary in impact (barriers, enablers), scale, and importance, pending the decision context and the self-efficacy of the decision-makers involved.</li>\u0000 \u0000 <li>While distinct factors, the 40 influences often operate in concert, with some masking others; decision-makers themselves may not recognise the most important factors upon their work without deep reflection.</li>\u0000 \u0000 <li>Far from being at the mercy of the influences, decision-makers can shape public outcomes by recognising the influences on their decisions and seeking to engage them as enablers of optimal decisions.</li>\u0000 \u0000 <li>Applying systems thinking may enable widespread public decision-making improvements, through the identification of high-value leverage points.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"83 3","pages":"457-474"},"PeriodicalIF":2.1,"publicationDate":"2023-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8500.12604","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135830961","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Authentic leadership, psychological capital, acceptance of change, and innovative work behaviour in non-profit organisations","authors":"Yvonne Brunetto,&nbsp;Georgios Kominis,&nbsp;Julia Ashton-Sayers","doi":"10.1111/1467-8500.12603","DOIUrl":"10.1111/1467-8500.12603","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>This paper examines whether authentic leadership provides the resources employees need to build their psychological capacities and well-being so that they can embrace organisational change and engage in innovative work behaviour (IWB) within non-profit organisation (NPO). The paper builds on previous research examining the antecedents of IWB such as ‘innovation-enabling culture’ and psychological capital (PsyCap). The new variables examined in this study are authentic leadership and acceptance of change. Utilising a structural equation modelling methodology, 248 surveys from Australian not-for-profit employees were analysed revealing that authentic leadership accounted for more than a fifth of the variance of PsyCap; PsyCap, age, and authentic leadership accounted for 40% of employees’ well-being; and age, leadership, and acceptance of change accounted for a quarter of their IWB, although acceptance of change was not directly related to IWB. The main contribution of this paper is in explaining why authentic leadership is an important ingredient for building an ‘innovation-enabling culture’ for NPO employees, suggesting that such leadership provides a pathway for developing effective workplace relationships built on trust and ethical decision making. Such behaviour builds a supportive culture for developing employees’ personal resources, which promotes the conditions for promoting IWB.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>\u0000 <p>Authentic leadership behaviour provides a platform for developing the psychological capacities of employees in non-profit organisations (NPOs) contracted to deliver social services to Australians.</p>\u0000 </li>\u0000 \u0000 <li>\u0000 <p>Authentic leadership behaviours and psychological capital enhance employees’ well-being.</p>\u0000 </li>\u0000 \u0000 <li>\u0000 <p>Authentic leadership behaviours and psychological capital are significant building blocks of an innovation-enabling culture in NPOs.</p>\u0000 </li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":"83 1","pages":"69-87"},"PeriodicalIF":2.2,"publicationDate":"2023-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8500.12603","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135878782","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}