公共行政

PA — 2026-03-09 Original Possibilities for Social Equity Budgeting: Critical Insights From Bentham? Laurence Ferry, Jim Haslam, Henry Midgley Abstract ABSTRACT Considering prior ways of seeing and practical mobilisations of Social Equity Budgeting (SEB), we suggest that prior conceptualisation, research and practice can be advanced by reflecting on insights from the philosophical and political literature on equity and justice. Here, we pursue such an approach and specifically contribute by considering how the writings of the English philosopher Jeremy Bentham (1748–1832) provide critical insights informing possibilities for SEB. Our critical historical perspective, focused on the history of ideas in context, helps reinforce dimensions of today's prescriptive envisioning of SEB and indicate new insights and emphases in this regard around democracy and transparency (or publicity, to use Bentham's term). We here analyze progressive dimensions and possibilities in Bentham but also acknowledge and articulate the need to balance this with appreciation of critique of Bentham and more negative possibilities. Both dimensions have policy implications. Our analysis is facilitated by the notable (relatively) recent work of the Bentham Project at University College London (UCL) in seeking to publish the many previously unpublished writings of Bentham held in the UCL archive. Here, Gallhofer and Haslam's (2003) text, informed in part by detailed archival research into Bentham's then unpublished handwritten manuscripts, was a key starting point.

PAR — 2026-03-09 Original Behavioral Charity: Third‐Party Ratings of Nonprofits as Salience and Heuristics

PAR 86/4 pp. 1141-1159 2026-03-08 Original Connected Yet Distinct: The Evolution and Role of Korean Public Administration in Bridging Theory and Practice Jinsol Park, Hyungjo Hur, Sangmook Kim, Keon‐Hyung Lee, Donwe Choi

PAR 86/5 pp. 1420-1433 2026-03-08 Original Biased by Design? Case Managers' Multidimensional Preferences Toward the Design of Algorithmic Decision Support Systems Martin Dietz, Christopher Osiander, Mareike Sirman‐Winkler, Markus Tepe

PA — 2026-03-07 Original Who Is Accountable? How Citizens Attribute Success and Failure in Cross‐Sector Collaborations

PAR — 2026-03-06 Original Time Matters: Under/Overperformance Duration and Performance Improvements in the Public Sector Shaowei Chen, Jianxia Wu Abstract ABSTRACT Prior research on public organizations' strategic responses to performance feedback has focused solely on the intensity of performance feedback while neglecting its temporal dimensions. This study aims to fill this gap by incorporating the lens of time and investigating how performance feedback duration affects performance improvements in the public sector. Drawing on various theoretical perspectives, we theorize an inverted U‐shaped relationship between underperformance (negative performance feedback) duration and public organizations' subsequent performance improvements, and a U‐shaped relationship for overperformance (positive performance feedback) duration. Empirical analyses using the case of China's official city air quality ranking provide evidence supporting our theory. Our findings reveal that “time” (duration) can shape public organizations' responses to performance feedback in nonlinear ways and help reconcile inconsistencies in the existing literature, highlighting the importance of incorporating temporal dimensions of performance to advance performance feedback theory in the public sector.

PMR — pp. 1-25 2026-03-04 Original Alleviating or aggravating? How patronage ties moderate the impacts of performance feedback on data manipulation in public performance management

PA — 2026-03-02 Original Do Government Interventions Improve Local Public Service Performance? Evidence From a Synthetic Control Approach Rhys Andrews Abstract ABSTRACT Governments in many democratic countries have the mandate to require local authorities to address failures in the management and performance of the public services that they provide. Such policies often involve the takeover of authorities to implement improvements assumed to result in organizational turnaround. However, critics argue that locally‐directed change remains a more reliable means for achieving service transformation. To cast light on these issues, this paper applies a quasi‐experimental synthetic difference‐in‐differences approach to investigate whether partial takeovers of poorly‐performing education services in four Welsh local authorities in 2013 were effective in turning them around. The findings suggest that the establishment of independent recovery boards to oversee local education policy helped some of them to improve educational outcomes, but that local authorities were not always able to sustain improvements after the recovery boards were decommissioned. The study highlights that government interventions to improve local public service performance need to be focused on supporting long‐term organizational change.

GOV 39/2 2026-03-02 Original Bureaucratic Incentives and Government Responsiveness in China Haemin Jee Abstract ABSTRACT Citizen complaints have long been considered an important channel of communication between citizens and officials in authoritarian regimes. Existing explanations for responsiveness to citizen complaints in China, however, do not adequately consider the role of local bureaucratic incentives as a driver of responsiveness. This paper seeks to explain local government responsiveness to citizen demands through this lens. Original data of citizen complaints and government responses from a Chinese prefecture and its subordinate counties demonstrate that lower level officials are more likely to respond to citizen complaints when monitored by their superiors. On the other hand, they are less responsive on unmonitored forums. Thus, oversight by higher level officials may be important in increasing actual government responsiveness; citizen complaints alone may not be enough to spur government action. While recent studies emphasize authoritarian accountability arising through quasi‐democratic institutions, this paper suggests incentives of local political actors may condition the effectiveness of these institutions.

PMR — pp. 1-36 2026-03-01 Original Variance risk, downside risk, and tail risk: comparing risk behaviours among public and private sector employees Reona Hayashi, So Morikawa, Takeshi Ojima, Manami Tsuruta