Skip to main content
Fachgebiete
Automobil + Motoren Bauwesen + Immobilien Business IT + Informatik Elektrotechnik + Elektronik Energie + Nachhaltigkeit Finance + Banking Management + Führung Marketing + Vertrieb Maschinenbau + Werkstoffe Versicherung + Risiko
DE
EN
Bücher
Zeitschriften
Themenseiten
Organisationspsychologie Projektmanagement Marketing Smart Manufacturing
Weitere Formate
Podcasts Webinare Technik Webinare Wirtschaft Kongresse Veranstaltungskalender Awards MyNewsletter Firmensuche
Jetzt Einzelzugang starten
Zugang für Unternehmen
Referenzkunden
Sustainability in Automotive

Gesamtlebenszyklus wird immer wichtiger

In der Digitalkonferenz am 5. Dezember 2024 geht es um die wachsende Bedeutung der Kreislaufwirtschaft in der Automobilindustrie und wie nachhaltige Werkstoffe sowie wiederverwendbare Komponenten dazu beitragen können.
Erweiterte Suche
Anmelden
nach oben
Erschienen in:
Kapitel lesen Erstes Kapitel lesen

2024 | OriginalPaper | Buchkapitel

3. Towards Ethics-Driven Public Organisations

verfasst von : Mauro Romanelli

Erschienen in: Constraints and Opportunities in Shaping the Future: New Approaches to Economics and Policy Making

Verlag: Springer Nature Switzerland

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config
loading …

Abstract

Rediscovering the ethical dimension within public administration supports the managerial role as a key driver of organisational effectiveness and service motivation. Acknowledging ethics enables public organisations to construct processes of social and public value creation with communities. This study refers to the role of public management as a driver of public service motivation that supports ethical behaviours within public organisations. Rediscovering the managerial dimension and public service motivation enables ethics-driven and responsive public organisations that contribute to social innovation. Public managers play a key role in driving ethical and organisational effectiveness within public administration, supporting the commitment and public service motivation of the employees to organisational goals and public values.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

  • über 102.000 Bücher
  • über 537 Zeitschriften

aus folgenden Fachgebieten:

  • Automobil + Motoren
  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Elektrotechnik + Elektronik
  • Energie + Nachhaltigkeit
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Maschinenbau + Werkstoffe
  • Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Technik"

Online-Abonnement

Mit Springer Professional "Technik" erhalten Sie Zugriff auf:

  • über 67.000 Bücher
  • über 390 Zeitschriften

aus folgenden Fachgebieten:

  • Automobil + Motoren
  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Elektrotechnik + Elektronik
  • Energie + Nachhaltigkeit
  • Maschinenbau + Werkstoffe




 

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

  • über 67.000 Bücher
  • über 340 Zeitschriften

aus folgenden Fachgebieten:

  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Versicherung + Risiko




Jetzt Wissensvorsprung sichern!

Jetzt informieren
Vorheriges Kapitel On Morality in Economy and Scientific Research
Nächstes Kapitel Employees’ Trust as the Hard Core of Success to Business Integrity
Literatur
Arar, K., & Saiti, A. (2022). Ethical leadership, ethical dilemmas and decision making among school administrators. Equity in Education & Society, 1(1), 126–141.CrossRef
Bourgon, J. (2007). Responsive, responsible and respected government: Towards a new public administration theory. International Review of Administrative Sciences, 73(1), 7–26.CrossRef
Boyne, G. A. (2002). Public and private management: What’s the difference? Journal of Management Studies, 39(1), 97–122.CrossRef
Brereton, M., & Temple, M. (1998). The new public service ethos: An ethical environment for governance. Public Administration, 77(3), 455–474.CrossRef
Bryer, T. A. (2007). Toward a relevant agenda for a responsive public administration. Journal of Public Administration Research and Theory, 17(3), 479–500.CrossRef
Caillier, J. G. (2014). Toward a better understanding of the relationship between transformational leadership, public service motivation, mission valence, and employee performance: A preliminary study. Public Personnel Management, 43(2), 218–239.CrossRef
Christensen, R. K., Paarlberg, L., & Perry, J. L. (2017). Public service motivation research: Lessons for practice. Public Administration Review, 77(4), 529–542.CrossRef
Denhardt, R. B., & Denhardt, J. V. (2001). The new public service: Putting democracy first. National Civic Review, 90(4), 391–400.CrossRef
Denyer, D., & Tranfield, D. (2006). Using qualitative research synthesis to build an actionable knowledge base. Management Decision, 44(2), 213–227.CrossRef
Diefenbach, T. (2009). New public management in public sector organizations: The dark sides of managerialistic ‘enlightenment’. Public Administration, 87(4), 892–909.CrossRef
Dobel, J. P. (1988). Personal responsibility and public integrity. Michigan Law Review, 86(6), 1450–1465.CrossRef
Dobel, J. P. (2006). Public management as ethics. In E. Ferlie & L. E. Lynn (Eds.), The Oxford handbook of public management (pp. 156–181). Oxford University Press.
Downe, J., Cowell, R., & Morgan, K. (2016). What determines ethical behavior in public organizations: Is it rules or leadership? Public Administration Review, 76(6), 898–909.CrossRef
Du Gay, P. (2005). The values of bureaucracy. Oxford University Press.CrossRef
Dumay, J., Guthrie, J., & Farneti, F. (2010). GRI sustainability reporting guidelines for public and third sector organizations: A critical review. Public Management Review, 12(4), 531–548.CrossRef
Goldfinch, S., & Wallis, J. (2010). The Myths of convergence in public management reform. Public Administration Review, 88(4), 1099–1115.
Grigorescu, A., Lincaru, C., & Pîrciog, S. (2020). Ethic leadership trigger for talents. In A. Grigorescu & V. Radu (Eds.), Lumen proceedings: Vol. 11. 1st international conference Global Ethics – Key of Sustainability (GEKoS) (pp. 32–44). LUMEN Publishing House.CrossRef
Hassan, S., Wright, B. E., & Yukl, G. (2014). Does ethical leadership matter in government? Effects on organizational commitment, absenteeism, and willingness to report ethical problems. Public Administration Review, 74(3), 333–343.CrossRef
Holzer, M. (2022). The future of public administration. Public Integrity, 24, 102–109.CrossRef
Kim, S., & Vandenabeele, W. (2010). A strategy for building public service motivation research internationally. Public Administration Review, 70(5), 701–709.CrossRef
Lawton, A., Rayner, J., & Lasthuizen, K. (2013). Ethics and management in the public sector. Routledge.CrossRef
Macaulay, M. (2020). Towards a new public ethics. Policy Quarterly, 16(1).
Maesschalck, J. (2004). The impact of new public management reforms on public servants’ ethics: Towards a theory. Public Administration, 85(2), 465–489.CrossRef
Moore, M. H. (1995). Creating public value. Harvard University Press.
Moynihan, D. P., & Pandey, S. K. (2007). The role of organisations in fostering public service motivation. Public Administration Review, 67(1), 40–53.CrossRef
Osborne, S. P. (2018). From public service-dominant logic to public service logic: Are public service organizations capable of co-production and value co-creation? Public Management Review, 20(2), 225–231.CrossRef
Pandey, S. K., & Wright, B. E. (2006). Connecting the dots in public management: Political environment, organizational goal ambiguity, and the public manager’s role ambiguity. Journal of Public Administration Research and Theory, 16(4), 511–532.CrossRef
Parker, L., & Gould, G. (1999). Changing public sector accountability: Critiquing new directions. Accounting Forum, 23(2), 109–135. Taylor & Francis.CrossRef
Potipiroon, W., & Ford, M. T. (2017). Does public service motivation always lead to organizational commitment? examining the moderating roles of intrinsic motivation and ethical leadership. Public Personnel Management, 46(3), 211–238.CrossRef
Rainey, H. G., & Bozeman, B. (2000). Comparing public and private organizations: Empirical research and the power of the a priori. Journal of Public Administration Research and Theory, 10(2), 447–469.CrossRef
Rainey, H. G., & Steinbauer, P. (1999). Galloping elephants: Developing elements of a theory of effective government organizations. Journal of Public Administration Research and Theory, 9(1), 1–32.CrossRef
Rhodes, C. (2023). The ethics of organizational ethics. Organization Studies, 44(3), 497–514.CrossRef
Stewart, D. (1985). Ethics and the profession of public administration: The moral responsibility of individuals in public sector organizations. Public Administration Quarterly, 487–495.
Stivers, C. (1994). The listening Bureaucrat: Responsiveness in public administration. Public Administration Review, 54(4), 364–369.CrossRef
Svara, J. H. (2022). The ethics primer for public administrators in government and nonprofit organizations. Jones & Bartlett Publishers.
Thaler, J., & Helmig, B. (2016). Do codes of conduct and ethical leadership influence public employees’ attitudes and behaviours? An experimental analysis. Public Management Review, 18(9), 1365–1399.CrossRef
Van Wart, M. (1998). Changing public sector values. Routledge.
Vandenabeele, W. (2008). Government calling: Public service motivation as an element in selecting government as an employer of choice. Public Administration, 86(4), 1089–1105.CrossRef
Verhoest, K., Verschuere, B., & Bouckaert, G. (2007). Pressure, legitimacy, and innovative behavior by public organizations. Governance, 20(3), 469–497.CrossRef
Vigoda, E. (2000). Are you being served? The responsiveness of public administration to citizens’ demands: An empirical examination in Israel. Public Administration, 78(1), 165–191.CrossRef
Wright, B. E., Christensen, R. K., & Isett, K. R. (2013). Motivated to adapt? The role of public service motivation as employees face organizational change. Public Administration Review, 73(5), 738–747.CrossRef
Metadaten
Titel
Towards Ethics-Driven Public Organisations
verfasst von
Mauro Romanelli
Copyright-Jahr
2024
Buch
Constraints and Opportunities in Shaping the Future: New Approaches to Economics and Policy Making

Print ISBN: 978-3-031-47924-3

Electronic ISBN: 978-3-031-47925-0

Copyright-Jahr: 2024

DOI
https://doi.org/10.1007/978-3-031-47925-0_3

Premium Partner

    Bildnachweise