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Call for Papers: 7TAD Seventh Transatlantic Dialogue “Strategic Management of Public Organizations”

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School of Public Affairs and Administration, Rutgers University-Campus at Newark, Estados Unidos; American Society for Public Administration (ASPA); European Group for Public Administration (EGPA)

23 - 25 de junio de 2011, Newark, NJ, Estados Unidos

The conference aims at fostering a critical assessment of the state of research and practice of strategic management in and of public (and non-profit) organizations on both sides of the Atlantic. The goal is to facilitate a dialogue between and among scholars from Europe and North America to uncover areas of convergence and divergence regarding public strategic thinking, acting, learning, and managing in and of public services, organizations, collaborations, institutions, communities, and broader environments and their related outcomes.

The Transatlantic Dialogue is an annual conference jointly organized by American and European scholars of public management and aims at fostering intellectual discourse for advancing teaching, research and practice in the field. The effort is the result of collaboration between the American Society for Public Administration (ASPA) and the European Group of Public Administration (EGPA). At this year’s conference participants will examine various aspects of the role of strategic management in public organizations as outlined in the workshop proposals. Subsequent to the conference, commercial publication of selected papers as a scholarly volume is very likely, and presenters will be expected to grant priority publication rights for that volume if they are approached by the editors within sixty days of the conference.

The Workshops: Proposal and Papers

Deadline for submitting a proposal: December 15, 2010

Please send one-page proposals to: spaa@andromeda.rutgers.edu, stating contact details and indicating the preferred workshop. Your proposal will be distributed to the organizing committee and the appropriate workshop chairs.

Notification of Acceptance: February 1, 2011

Each working group will accept no more than ten papers. Two to three papers will be presented for discussion at each working group session. Each working group meets for seven sessions. Paper presenters must be in attendance for the entire schedule of sessions during the three day conference.

Deadline for submission of full papers: April 15, 2011

Full papers must be delivered to Co-chairs of working groups.

For additional information please contact any Organizing Committee Member.

  • Working group 1: Strategic management in public organizations and services: State of theory and research

The goal of this working group is to compare, contrast, and assess the state of theory and research on strategic management of public organizations and services on both sides of the Atlantic. The topics of interest include: external and internal factors that influence public organizations/services; forms and processes of strategic thinking, acting, learning, and managing; and the benefits, consequences and challenges of applying various strategies and approaches to strategic management. This working group will explore questions such as: 1) what is the current understanding of key concepts relevant to strategic management, e.g. strategic vision, strategic thinking, strategic leadership, strategic planning, strategic assets, strategic commissioning, core competencies and capabilities, etc? 2) Which strategic management theories are relevant to studies of public organizations? Where are the research gaps? 3) Is the methodology employed for empirical studies of strategic management in public organizations congruent with the theories and concepts being studied? Are there specific areas of concern regarding measurement of constructs, research designs and analytical methods used? The aim of the workshop is to encourage a move towards closer understanding of and agreement on definitions and concepts, to identify areas that need theoretical understanding and to foster innovative research approaches and methods.

  • Working group 2: Strategic management, politics, democracy and good governance

This working group will focus on effective governance (nationally and more locally) and comparisons and contrasts between European and North American experiences. It is understood that good governance requires suitable organizational architecture, transparency and accountability in organizational processes and empowerment of various stakeholders. We encourage contributions that examine issues pertaining to effective governance and especially the development of the infrastructure and capacity for governance of public organizations. Studies that focus on the political management dimension (the link with politics, political leaders and political elites) of strategic management in government are relevant to this working group. These studies could examine the political tactics for pushing strategies in crises, e.g. oil spills, terrorism, and natural disasters) and the governance challenges posed by the politics and political tactics. The working group may also analyze the role of elected politicians and public managers in creating coherence between processes of strategic management, democracy and governance.

  • Working group 3: The forms, processes, tools, techniques and technologies of strategic management in and of public organizations and services 5

The working group will address the specific forms, processes, tools, techniques, and technologies that have been applied in strategic management in public organizations and public services in North America and Europe. The working group should give close attention to empirical studies that offer an understanding of how they actually work and what the advantages and disadvantages of their application are in different circumstances. The group might investigate how the processes, tools, techniques, and technologies can be assembled by public leaders and managers to suit different circumstances and to achieve specific outcomes.

  • Working group 4: Strategic management and public services innovation and reforms

The aim of this working group is to understand the centrality (or not) of the varied forms of strategic management to innovation and reforms in public services on both sides of the Atlantic, ranging from civil service and HRM reforms to budget reforms. We especially invite contributions that use data to model actual patterns of innovation and reform in different countries and their relationship to strategic management. Relevant data may include public sector award initiatives (e.g., awards by the Kennedy School of Government and the more recent EPSA awards). Questions that can be examined might include: 1) what is the role of strategic management in identifying the need for innovation/reform? 2) How can strategic management thinking and practices facilitate or hinder innovation/reform? 3) How can entrepreneurship within/outside the organization contribute to innovation in the public sector organizations?

  • Working group 5: Strategic management in the public services – difficulties and disappointments in good times; realities during periods of fiscal crisis and austerity

While the benefits of strategic planning and management in public organizations and public services are often assumed, the difficulties and disappointments should also be appreciated. The purpose of this working group is to investigate the ways in which strategic management initiatives may prove unsatisfactory and disappoint public services leaders. What lessons can be learnt from these experiences on both sides of the Atlantic? This group will also focus on the role, nature, benefits, and limits of strategic management during fiscal retrenchment and austerity, a matter which has become highly topical in the last year or two.

  • Working group 6: Strategic partnerships, networks, and strategic commissioning in the public sector

Strategic management as a practice in public organizations and services has been emerging from several waves of innovation and reform. New organizational forms have emerged in the public sector, e.g. strategic partnerships which facilitate inter-organizational co-operation and strategic commissioning which enables government purchasing and commissioning. What are the “politics” of these partnerships and commissioning? Which factors contribute to effective management and success of these inter-organizational relationships? What are other forms of inter-organization relationships that are emerging in the public sector (e.g. public-private partnerships) and how do these emergent forms contribute to public sector organizations? What can we learn from cross-Atlantic comparisons?

-Contacto: Comité Organizador

spaa@andromeda.rutgers.edu

http://www.7TAD.org

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