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公共行政

The Financialization of European Social Care: A Descriptive Network Analysis

·600 字·2 分钟
Polihot 公共行政 比较政治 Financialization Social Care Ownership Networks European Welfare States Network Analysis
GOV 39/3 2026-05-04 Original The Financialization of European Social Care: A Descriptive Network Analysis Simon Demuynck, Wouter Van Dooren Abstract ABSTRACT Social services in Europe underwent significant changes in recent decades. Using our unique dataset covering the ownership networks of over 100,000 child care, disability care, and care for older adults facilities across 27 EU countries and the UK, we conduct a macro‐level network analysis to answer (1) who the main financial industry actors are in European social care markets; (2) where in these markets financialization is taking place; and (3) what position the financial industry occupies in the ownership networks of social care. The analysis reveals how a significant part of European social service facilities across differing types of European welfare states is indirectly owned by financial corporations. We demonstrate that network approaches can provide a more effective method for computing variables related to service ownership, as they capture indirect ownership links not visible in traditional datasets. The highly networked and financialized nature of social provision raises questions about systemic risks in social care sectors. Moreover, financialization could also erode the government's ability to achieve public goals in social care.

Promoting Inclusive Workplaces: Conceptualizing and Measuring Inclusive Leadership in Public Organizations

·637 字·2 分钟
Polihot 公共行政 研究方法 Inclusive Leadership Public Organizations Scale Development Diversity Inclusiveness
PAR — 2026-04-28 Original Promoting Inclusive Workplaces: Conceptualizing and Measuring Inclusive Leadership in Public Organizations Tanachia S. Ashikali, Mads Pieter Van Luttervelt Abstract ABSTRACT Inclusive leadership has become a central theme in public management research to foster equity and workplace inclusiveness. While prior studies demonstrate its potential to enhance inclusiveness, psychological safety, and performance, existing conceptualizations and measures remain fragmented, emphasizing leader attitudes rather than observable behaviors. This article addresses these gaps by advancing a behavior‐focused conceptualization of inclusive leadership, grounded in an inclusivity perspective and an integration‐and‐learning perspective. Inclusive leadership is defined as leader behaviors that seek to enable employees' full participation in work processes by supporting employees in balancing needs for uniqueness and belongingness and by stimulating the exchange, discussion, and integration of diverse perspectives. Building on this, a two‐dimensional measurement is developed and validated through cognitive interviews and surveys among Dutch public employees ( N = 304) and Danish upper secondary school teachers ( N = 1275). The scale enables systematic assessment of inclusive leadership and its outcomes across contexts and diversity types.

Political Power of Bureaucratic Agents: Evidence from Policing in New York City

·583 字·2 分钟
Polihot 公共行政 美国政治 Bureaucratic Power Policing Principal-Agent NYPD Public Service Provision
JOP — 2026-04-28 Original Political Power of Bureaucratic Agents: Evidence from Policing in New York City Elisa Maria Wirsching Abstract To what extent can bureaucrats manipulate public service provision for explicitly political ends? Existing research highlights the ability of bureaucrats to influence governments through campaign contributions, endorsements, and election turnout. I explore a more fundamental mechanism: bureaucrats strategically shirking responsibil ities to leverage voters. Politicians rely on bureaucrats to achieve policy goals, which grants bureaucrats considerable leverage. When bureaucrats deviate in preferences from politicians and are politically organized and independent, they can reduce ef fort to exert political pressure. I use data on New York Police Department (NYPD) 911 response times and council members’ preferences on the FY2021 $1 billion cut to the NYPD’s budget. Employing difference-in-differences and spatial difference-in discontinuities designs, I find that police disproportionately reduced effort in districts of misaligned politicians by slowing response times. This study informs the theoretical debate on principal-agent relationships in government and highlights the importance of organized political interests to explain policing in US cities.

Pathways to innovation in nonprofits: stakeholder feedback and public value orientations

·516 字·2 分钟
Polihot 公共行政 Nonprofit Innovation Stakeholder Communication Public Value Orientation Structural Equation Modeling
PMR — pp. 1-38 2026-04-28 Original Pathways to innovation in nonprofits: stakeholder feedback and public value orientations Byung Hee Min, Sungdae Lim, Daniel L. Fay Abstract Nonprofits adapt through innovation, yet how stakeholder communication drives innovative change remains underspecified. We argue that nonprofit public value orientations (NPVOs)—community-serving and cause-commitment—mediate links between communication and innovations. Using survey data from U.S. nonprofit executive directors and structural equation modeling, we examine the mediating effects. External communication, particularly with volunteers and funders, is positively associated with NPVOs and, in turn, with higher innovation likelihood. Communication with funders is associated with both orientations, while communication with volunteers primarily supports the community-serving orientation. The findings reveal complementary value pathways connecting stakeholder communication to nonprofit innovation.

Governing the Local Digital Transformation: A European Comparative Perspective

·625 字·2 分钟
Polihot 公共行政 比较政治 Local Government Digital Transformation Administrative Digitalization Comparative Public Administration Digital Divide
PA — 2026-04-28 Original Governing the Local Digital Transformation: A European Comparative Perspective Sabine Kuhlmann, Justine Marienfeldt, Frederico Ganz Abstract ABSTRACT This study compares governance structures, policy formulation and implementation of administrative digitalization at the local level in three countries with different administrative traditions: France, Germany and the United Kingdom. A new analytical framework is developed that allows for a systematic comparison of administrative digitalization in different national contexts. To this end, we draw on concepts from comparative public administration and public policy analysis and assess whether and how national political and institutional contexts and ‘initial conditions’ influence local administrative digitalization. Three distinct models of governance are identified that reflect specific administrative traditions: a centralized and coordinated approach in France, a fragmented and multilevel system in Germany, and a centralized and decoupled model in the United Kingdom. Despite these differences, all countries priorities a policy‐making model based on voluntary participation and incentive systems in the digitalization of municipal administration. In terms of the results of the reforms, there are notable differences between countries: high digital maturity in the United Kingdom, medium and low levels of maturity in Germany and France. The continuation of capacity differences is also emphasized, with growing digital divides between municipalities.