International Public Management Review 

About: International Public Management Review is an academic journal. The journal publishes majorly in the area(s): Government & Public sector. It has an ISSN identifier of 1662-1387. Over the lifetime, 233 publications have been published receiving 3233 citations.

Wicked Problems and Network Approaches to Resolution

Abstract: Government officials and public managers are encountering a class of problems that defy solution, even with our most sophisticated analytical tools. These problems are called “wicked” because they have the following characteristics: 1). There is no definitive statement of the problem; in fact, there is broad disagreement on what ‘the problem’ is. 2). Without a definitive statement of the problem, the search for solutions is open ended. Stakeholders – those who have a stake in the problem and its solution – champion alternative solutions and compete with one another to frame ‘the problem’ in a way that directly connects their preferred solution and their preferred problem definition. 3). The problem solving process is complex because constraints, such as resources and political ramifications, are constantly changing. 4). Constraints also change because they are generated by numerous interested parties who “come and go, change their minds, fail to communicate, or otherwise change the rules by which the problem must be solved” (Conklin and Weil, no date: 1).

Collaborative Innovation in the Public Sector

Abstract: This article claims that there is a need for a new form of innovation in the public sector because bureaucratic (closed) ways of innovating do not yield the quantity and quality of innovations necessary to solve emergent and persistent policy challenges. Based on these shortcomings the article defines a set of criteria, which a suitable form of public sector innovation needs to fulfill. The article shows that collaborative innovation meets these criteria because it opens the innovation cycle to a variety of actors and taps into innovation resources across borders, overcomes cultural restrictions and creates broad socio-political support for public sector innovation. The article highlights risks and issues associated with collaborative innovation and that the concept should not be discarded on these grounds since there is no suitable alternative to tackle emergent and persistent challenges. Finally, the article suggests capacities, which government needs to develop to successfully implement collaborative innovation. However as research on innovation in the public sector is rather thin the article suggests a map for further research to substantiate the role of collaborative innovation in the public sector.

Implementation of Performance Contracting in Kenya

Abstract: In pursuit of the goal of performance improvement within the public sector, New Public Management emphasizes on the adoption of private sector practices in public institutions (Balogun, 2003). NPM models have therefore been invariably seen through the public service reform initiatives in many developing countries as the solution to reversing falling service delivery. In quest of this same goal, Kenya introduced performance contracting not only improve service delivery but also to refocus the mind set of public service away from a culture of inward looking towards a culture of business as focused on customer and results.

The Rebranding of City Places: An International Comparative Investigation

Abstract: An urban regeneration program that changes fundamentally the character of a district typically involves the rebranding of the area concerned. This may be highly controversial because the redevelopment might result in the importation of financially well off residents, business infrastructures, and cultural and leisure facilities more suited to better off people than to poorer pre-existing inhabitants (who might be driven out by rising property prices and rents). This article presents the results of an investigation into the place rebranding processes of nine urban regeneration units in three countries: Britain, Denmark and the USA. The study examined, inter alia, the organization of rebranding activities, how basic decisions regarding a place’s new brand identity were taken, whether integrated marketing communications were employed, consultation procedures, and the major problems that arose. A remarkable degree of consistency across the nine units' vis-a-vis the approaches towards and methods used for place rebranding was observed. Common problems seemingly invoked similar responses.

Assessing public management reform in an international context

Abstract: Attempts to understand the global public management reform movement suggest two general implications for research. First, there is a glaring need to understand the shortand long-term outcomes of the reforms where they have been implemented. Second, despite the importance of conducting this research, doing so is almost impossible in the short term and exceedingly difficult in the long term. It is hard enough simply to keep pace with management changes in each nation. It is even harder to make sound multicountry comparisons. Efforts to solve this problem sometimes have led researchers to use a particular nation’s reforms -- often New Zealand’s --as a benchmark, but the particular problems facing each nation weaken the value of such comparisons. The paucity of “results about reforms” -- and the need to assess whether management reforms have helped each nation solve its particular problems -- should motivate researchers to press ahead.