Emerald | International Journal of Public Sector Management | Table of Contents

Public Sector Governance and Management in Asian Countries

literatinetwork@emeraldinsight.com (David S Jones, Anthony B.L. Cheung) — Fri, 05 Jul 2013 00:00:00 +0100

Abstract

Not available.

Institutionalizing Performance Management in Asia: Looking East or West?

literatinetwork@emeraldinsight.com (Osamu Koike) — Fri, 05 Jul 2013 00:00:00 +0100

Abstract

Purpose - The purpose of the paper is to examine the features and impact of performance management reforms implemented in the bureaucracies of several Asian states.Design/methodology/approach - The paper draws upon government reports, reports of international bodies, and the data produced for various governance indicators, as well as scholarly analysis of performance management and New Public Management. Findings - After the 1997 Asian Financial Crisis, many Asian countries, including developed and developing, have introduced a variety of performance management systems into their bureaucracies. This has been encouraged by international agencies as part of their their ‘good governance’ agendas. Despite this, the goal of achieving efficient and workable public administration has still not been realized in many cases. Anti-corruption measures are not effective, and efficiency and service delivery in public organization has not significantly improved. However, political leaders must recognize that the building of rational legal bureaucracy in which patronage influence is reduced, creating networked governance, allowing engagement with civil society, and fostering high employee motivation, are the other prerequisites for achieving efficient and accountable government. Only then will performance management contribute to this aim. Originality/value - The value of this paper is to show that within the context of Asian bureaucracies, performance management is not a panacea to guarantee improvements in public administration. Other requirements are necessary as indicated above especially the creation of rational legal bureaucracy

Service Innovation and Policy Diffusion: An Exploratory Study of the Bookstart Program in Taiwan

Fri, 05 Jul 2013 00:00:00 +0100

Abstract

Purpose - The purpose of the paper is twofold: a) to analyse the diffusion of an innovative policy or service and the factors influencing it through an explorative study of the diffusion of the Bookstart Programme in Taiwan; b) to provide an analytical framework for further study of this Programme. Design/methodology/approach - The study is both empirical and theoretical. It uses data from existing studies and also agencies involved in Bookstart to explain the diffusion of the Programme. It then draws upon theories of policy diffusion and the initial findings of this study to develop an analytical framework for the further study of the diffusion of the Bookstart Programme. Findings - The Bookstart Programme, which is designed to promote reading habits for children 0 to 3 years old and to strengthen parent-children relations, was originally initiated in the United Kingdom. It was first introduced into Taiwan in Taichung County in 2003. The paper shows how the Programme spread throughout Taiwan, and indicates the role of the key players in the diffusion, including charitable institutions, local politicians and leaders, local authority agencies, and the Ministry of Education. The paper posits an analytical framework identifying factors which may help to promote or facilitate the diffusion. In this respect, the paper draws upon the theoretical literature and also initial evidence from the research so far undertaken. This will guide the research in the next stage of the studyOriginality/value - This explorative study provides an example of the nature, process and direction of the diffusion of a policy or service innovation, and suggests the possible factors promoting or facilitating it, as identified in the initial findings of the research and in the relevant theoretical literature.

Procurement Reform in the Philippines: The Impact of Elite Capture and Informal Bureaucracy

literatinetwork@emeraldinsight.com (David S Jones) — Fri, 05 Jul 2013 00:00:00 +0100

Abstract

Purpose - The purpose of the paper is to examine features and impact of recent reforms introduced by the Philippines government to deal with the longstanding shortcomings in its procurement system. Design/methodology/approach - The research for the paper is based upon reports by international organizations, official documents of the Philippines government, surveys by international and domestic organizations, interviews with relevant officials and media reports. Findings - The findings of the paper show that the reforms have focused on fostering competition, increasing transparency, standardizing procedures, enhancing end-product quality and contractor reliability, ensuring proper planning and budgeting, combatting corruption, and strengthening accountability. These reforms were intended to create a procurement system more in line with international best practices. However the paper shows that the impact has been less than promised. This is due to limitations of certain provisions of the reforms and weaknesses in both implementation and in the accountability of the procuring entities. A key factor in undermining the reforms is widespread corruption which continues to affect many aspects of the procurement system. The article will identify two important and related reasons for such failings: a) elite capture of the government and bureaucracy by a powerful network of business leaders from well-established landed families, who have close links with the political establishment; b) a long established culture of informal influence in the Philippine state bureaucracy (what may be termed the informal bureaucracy), which has been used to maximum effect by the elite network of business leaders. As a result, this network has been able to influence the reforms to serve its own interests and ensure its continued dominance of the procurement market.Originality/value - The value of the paper is to show how administrative reforms, no matter how well formulated they are, may be readily undermined in the process of implementation by elite groups able to influence government bureaucracy through an informal culture

Ensuring Good Governance in Singapore: Is this Experience Transferable to other Asian Countries?

literatinetwork@emeraldinsight.com (Jon S.T. Quah) — Fri, 05 Jul 2013 00:00:00 +0100

Abstract

Purpose - The paper attributes Singapore’s good governance to the effective policies implemented by the People’s Action Party (PAP) government and contends that it will be difficult to transfer Singapore’s experience to other countries because of her unique circumstances and favourable policy context.Design/methodology/approach - The paper analyses these four policies initiated by the PAP government: (1) comprehensive reform of the Singapore Civil Service; (2) anti-corruption measures; (3) decentralization of the Public Service Commission; and (4) payment of competitive salaries to attract and retain the best candidates to the government. The effectiveness of these policies is assessed by referring to Singapore’s performance on eight governance indicators. Findings - The four policies are effective as reflected in Singapore’s superior rankings and scores on these indicators: (1) Global Competitiveness Report’s (GCR’s) competence of public officials; (2) World Bank’s indicator on government effectiveness; (3) Political Economic Risk Consultancy’s (PERC’s) survey on bureaucratic effectiveness; (4) Transparency International’s Corruption Perceptions Index; (5) PERC’s survey on corruption; (6) World Bank’s indicator on control of corruption; (7) World Bank’s ease of doing business survey; and (8) GCR’s public trust of politicians survey. However, as Singapore’s good governance is the result of the PAP government’s political will and its favourable policy context, it is difficult to transfer Singapore’s experience elsewhere because of the limited political will and unfavourable policy contexts in many Asian countries. Originality/value - This paper will be useful to those interested in learning how Singapore succeeded in promoting good governance.

Public Governance Reform in Hong Kong: Rebuilding Trust and Governability

literatinetwork@emeraldinsight.com (Anthony B.L. Cheung) — Fri, 05 Jul 2013 00:00:00 +0100

Abstract

Purpose - The purpose of this paper is to explain the evolution of the system of public governance in Hong Kong, the various public sector reforms undertaken over the past 2-3 decades, and the present quagmire in governance resulting in a looming crisis in public trust and governability. The research for this paper is based upon surveys by domestic and international organizations, media reports and literature analysis.Design/methodology/approach - The research for the paper is based upon opinion polls conducted by the University of Hong Kong Public Opinion Programme, and the findings of government reports international organizations, official documents of the Hong Kong government, surveys by international and domestic organizations, and media reports. Findings - The paper shows that the present political configuration of governance in Hong Kong had largely thrived on the pre-1997 colonial logic of administrative state and government by bureaucracy. Such a system has now become hard to sustain due to rising political distrust and cynicism caused partly by the democratic deficit and the absence of the politics of responsibility. Hong Kong was a pioneer of public sector reforms in the 1980s and 1990s, but such reforms - grounded in the NPM (new public management) logic of management efficiency - no longer suffices to cope with the growing crisis of governability. It is argued that rebuilding trust and governability should be put at the forefront of the governance reform agenda.Originality/value - The value of the article is to show that despite good external ratings, the domestic perceptions of the performance of governance might be very different due to internal social and political problems. Administrative and management reforms merely copying external models without touching on the fundamental and structural issues are unlikely to forge a common sense of purpose and identity that is needed for sustainable governance.