The Serendipity of Fragmentation: Bringing Organization Back Into Public Governance

Stephan Leixnering, Renate E. Meyer

Publikation: KonferencebidragPaperForskningpeer review

Resumé

Reform approaches in the public sector led to significant changes in the sector’s design. Especially NPM-inspired reform measures which had largely aimed at organizational disaggregation created pluriform landscapes of public sector organizations (PSOs). Following a core public governance principle, it was the central government’s task to coordinate, steer and control the newly emerged decentralized organizations. This raises questions about the overall design of the public sector at present. Our paper engages with the prevalent public governance phenomenon of fragmentation from a design perspective in order to understand governments’ lacking capability to steer and control PSOs. Therefore, we lift the level of analysis from single organizational entities to the organizational landscape to explore its organizational architecture and to grasp the status of the overall entity.
By investigating the structure of the City of Vienna which employs more than 90,000 people, we shed light on the design that structures collective action within the city’s multi-organizational setting. We find that the overall design is rather serendipitous than consciously decided. In more detail, it displays characteristics of a hybrid form of organizing between networks and formal organization: lacking a single center and featuring multiplex and multifaceted relations within the politico-administrative apparatus and between government and PSOs, high fragmentation, local and robust action, but latent structures of significant formal authority and an implicitly shared idea of the overall joint objectives and collective values of ‘the city‘ as a whole.
To present our case, we use a twofold strategy of data collection. First, we explored publicly available sources for the architecture of the city’s organizational landscape that provided insights in how structures and relations were formally designed. Second, we interviewed top officials and executives who performed key tasks in the coordination and management of the city’s autonomous units.
OriginalsprogEngelsk
Publikationsdato2015
Antal sider27
StatusUdgivet - 2015
BegivenhedThe 19th Annual Conference of International Research Society for Public Management. IRSPM 2015 - University of Birmingham, Birmingham, Storbritannien
Varighed: 30 mar. 20151 apr. 2015
Konferencens nummer: 19
http://www.irspm2015.com

Konference

KonferenceThe 19th Annual Conference of International Research Society for Public Management. IRSPM 2015
Nummer19
LokationUniversity of Birmingham
LandStorbritannien
ByBirmingham
Periode30/03/201501/04/2015
Internetadresse

Emneord

  • Organization
  • Organizing
  • Public governance
  • Public sector organizations
  • Fragmentation

Citer dette

Leixnering, S., & Meyer, R. E. (2015). The Serendipity of Fragmentation: Bringing Organization Back Into Public Governance. Afhandling præsenteret på The 19th Annual Conference of International Research Society for Public Management. IRSPM 2015, Birmingham, Storbritannien.
Leixnering, Stephan ; Meyer, Renate E. / The Serendipity of Fragmentation : Bringing Organization Back Into Public Governance. Afhandling præsenteret på The 19th Annual Conference of International Research Society for Public Management. IRSPM 2015, Birmingham, Storbritannien.27 s.
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abstract = "Reform approaches in the public sector led to significant changes in the sector’s design. Especially NPM-inspired reform measures which had largely aimed at organizational disaggregation created pluriform landscapes of public sector organizations (PSOs). Following a core public governance principle, it was the central government’s task to coordinate, steer and control the newly emerged decentralized organizations. This raises questions about the overall design of the public sector at present. Our paper engages with the prevalent public governance phenomenon of fragmentation from a design perspective in order to understand governments’ lacking capability to steer and control PSOs. Therefore, we lift the level of analysis from single organizational entities to the organizational landscape to explore its organizational architecture and to grasp the status of the overall entity.By investigating the structure of the City of Vienna which employs more than 90,000 people, we shed light on the design that structures collective action within the city’s multi-organizational setting. We find that the overall design is rather serendipitous than consciously decided. In more detail, it displays characteristics of a hybrid form of organizing between networks and formal organization: lacking a single center and featuring multiplex and multifaceted relations within the politico-administrative apparatus and between government and PSOs, high fragmentation, local and robust action, but latent structures of significant formal authority and an implicitly shared idea of the overall joint objectives and collective values of ‘the city‘ as a whole.To present our case, we use a twofold strategy of data collection. First, we explored publicly available sources for the architecture of the city’s organizational landscape that provided insights in how structures and relations were formally designed. Second, we interviewed top officials and executives who performed key tasks in the coordination and management of the city’s autonomous units.",
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Leixnering, S & Meyer, RE 2015, 'The Serendipity of Fragmentation: Bringing Organization Back Into Public Governance' Paper fremlagt ved The 19th Annual Conference of International Research Society for Public Management. IRSPM 2015, Birmingham, Storbritannien, 30/03/2015 - 01/04/2015, .

The Serendipity of Fragmentation : Bringing Organization Back Into Public Governance. / Leixnering, Stephan; Meyer, Renate E.

2015. Afhandling præsenteret på The 19th Annual Conference of International Research Society for Public Management. IRSPM 2015, Birmingham, Storbritannien.

Publikation: KonferencebidragPaperForskningpeer review

TY - CONF

T1 - The Serendipity of Fragmentation

T2 - Bringing Organization Back Into Public Governance

AU - Leixnering, Stephan

AU - Meyer, Renate E.

PY - 2015

Y1 - 2015

N2 - Reform approaches in the public sector led to significant changes in the sector’s design. Especially NPM-inspired reform measures which had largely aimed at organizational disaggregation created pluriform landscapes of public sector organizations (PSOs). Following a core public governance principle, it was the central government’s task to coordinate, steer and control the newly emerged decentralized organizations. This raises questions about the overall design of the public sector at present. Our paper engages with the prevalent public governance phenomenon of fragmentation from a design perspective in order to understand governments’ lacking capability to steer and control PSOs. Therefore, we lift the level of analysis from single organizational entities to the organizational landscape to explore its organizational architecture and to grasp the status of the overall entity.By investigating the structure of the City of Vienna which employs more than 90,000 people, we shed light on the design that structures collective action within the city’s multi-organizational setting. We find that the overall design is rather serendipitous than consciously decided. In more detail, it displays characteristics of a hybrid form of organizing between networks and formal organization: lacking a single center and featuring multiplex and multifaceted relations within the politico-administrative apparatus and between government and PSOs, high fragmentation, local and robust action, but latent structures of significant formal authority and an implicitly shared idea of the overall joint objectives and collective values of ‘the city‘ as a whole.To present our case, we use a twofold strategy of data collection. First, we explored publicly available sources for the architecture of the city’s organizational landscape that provided insights in how structures and relations were formally designed. Second, we interviewed top officials and executives who performed key tasks in the coordination and management of the city’s autonomous units.

AB - Reform approaches in the public sector led to significant changes in the sector’s design. Especially NPM-inspired reform measures which had largely aimed at organizational disaggregation created pluriform landscapes of public sector organizations (PSOs). Following a core public governance principle, it was the central government’s task to coordinate, steer and control the newly emerged decentralized organizations. This raises questions about the overall design of the public sector at present. Our paper engages with the prevalent public governance phenomenon of fragmentation from a design perspective in order to understand governments’ lacking capability to steer and control PSOs. Therefore, we lift the level of analysis from single organizational entities to the organizational landscape to explore its organizational architecture and to grasp the status of the overall entity.By investigating the structure of the City of Vienna which employs more than 90,000 people, we shed light on the design that structures collective action within the city’s multi-organizational setting. We find that the overall design is rather serendipitous than consciously decided. In more detail, it displays characteristics of a hybrid form of organizing between networks and formal organization: lacking a single center and featuring multiplex and multifaceted relations within the politico-administrative apparatus and between government and PSOs, high fragmentation, local and robust action, but latent structures of significant formal authority and an implicitly shared idea of the overall joint objectives and collective values of ‘the city‘ as a whole.To present our case, we use a twofold strategy of data collection. First, we explored publicly available sources for the architecture of the city’s organizational landscape that provided insights in how structures and relations were formally designed. Second, we interviewed top officials and executives who performed key tasks in the coordination and management of the city’s autonomous units.

KW - Organization

KW - Organizing

KW - Public governance

KW - Public sector organizations

KW - Fragmentation

M3 - Paper

ER -

Leixnering S, Meyer RE. The Serendipity of Fragmentation: Bringing Organization Back Into Public Governance. 2015. Afhandling præsenteret på The 19th Annual Conference of International Research Society for Public Management. IRSPM 2015, Birmingham, Storbritannien.