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Public Organizations

Getting the Priorities Straight: Public Values in AI Adoption

·567 字·2 分钟
Polihot 公共行政 AI Adoption Public Values Ethnography Public Organizations Public-Private Partnerships
PA — 2026-08-08 Original Getting the Priorities Straight: Public Values in AI Adoption Jinke M. Oostvogel, Matthew Young, Bram Klievink Abstract ABSTRACT Artificial Intelligence (AI) is adopted in public organizations as a transformative innovation, yet how value prioritizations unfold in AI adoption processes remains underexplored. Therefore, we ask: How do public values unfold in AI adoption processes in public organizations? We conducted a qualitative case study of an AI adoption process at the radiology department of a Dutch academic hospital after the decision to adopt is made and before implementation, using ethnographic fieldwork, interviews, and document analysis. Our findings highlight how public values and the AI adoption process are balanced in the transition from the initiation to the implementation stage. We find a recursive relationship between public values and the AI adoption process. We show an interplay of instrumental and intrinsic values. We highlight the importance of top‐down adoption decisions for how public values are perceived, and we show the importance of public organizations ensuring public values are safeguarded in public‐private partnerships.

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.

Contracting Services for Response to Extreme Weather Events in Public Organizations

·604 字·2 分钟
Polihot 公共行政 Contracting Out Emergency Management Extreme Weather Public Organizations Organizational Uncertainty
PAR — 2026-04-24 Original Contracting Services for Response to Extreme Weather Events in Public Organizations Tipeng Chen, Eric W. Welch Abstract ABSTRACT Public organizations facing emergencies often coordinate with other local public and non‐profit organizations for assistance. Yet we know little about the contractual relationships public organizations build with external organizations for emergency responses. Drawing from organizational theories, we explore organizational factors behind public organization decisions to contract for responses to extreme weather events. Using agency‐level data merged from three national sources, we find an inverted U‐shaped relationship between organizational uncertainty about extreme weather events and contracting for immediate emergency responses: contracting is most likely at a moderate level of uncertainty and least likely at a very high level. Greater reliance on contracting for daily services is associated with increased contracting for long‐term emergency planning, while receipt of dedicated financial resources is associated with increased contracting for both immediate emergency responses and long‐term emergency planning. We connect findings with the contracting and emergency management literatures and discuss implications for practice.