An Architectural Approach to Managing Knowledge Stocks and Flows: Implications for Reinventing the HR Function

Sustainable competitive advantage is increasingly dependent upon a firm’s ability to manage both its knowledge stocks and flows. We examine how different employees’ knowledge stocks are managed within a firm and how—through their recombination and renewal—those stocks can create sustainable competitive advantage. To do this, we first establish an architectural framework for managing human resources and review how the framework provides a foundation for studying alternative employment arrangements used by firms in allocating knowledge stocks. Next, we extend the architecture by examining how knowledge stocks (human capital) can be both recombined and renewed through cooperative and entrepreneurial archetypes. We then position two HR configurations to focus on facilitating these two archetypes. By identifying and managing different forms of social capital across employee groups within the architecture, HR practices can facilitate the flow of knowledge within the firm, which ultimately leads to sustainable competitive advantage

Funding Student Learning: How to Align Education Resources With Student Learning Goals

Identifies factors preventing the education finance system from supporting high-level student learning. Recommends transparent, flexible, and strategic funding mechanisms and practices, including student-based funding and school-linked accounts

The State Education Agency: At the Helm, Not the Oar

Never before has more been asked of State Education Agencies (SEAs), commonly known as state departments of education. In recent years, policymakers at the state and federal level have viewed the SEA as the default entity for implementing new and sweeping K -- 12 initiatives -- everything from Race to the Top grants and ESEA waivers to teacher evaluation reform and digital learning. But SEAs were designed -- and evolved over decades -- to address a relatively narrow set of tasks: distributing state and federal dollars, monitoring the use of these funds, and overseeing the implementation of federal and state education programs. They were not created -- nor have they developed the core competencies -- to drive crucial reforms. Accordingly, we argue that despite the best efforts of talented, energetic leaders, SEAs will never be able to deliver the reform results we need. But there is an alternative. We should view the SEA through the lens of Reinventing Government (1993), the path-breaking book by David Osborne and Ted Gaebler. In short, Osborne and Gaebler call for state agencies to "steer" more and "row" less. Here, we call for federal and state leaders to apply their thesis to SEAs, scaling back the tasks SEAs perform and empowering nongovernmental organizations to take up the slack. We offer the "4Cs" model (control, contract, cleave, and create) for rethinking state-level K -- 12 reform work. In practice, this means pursuing activities on two parallel tracks. On one, we should make the SEA a far leaner organization, able to execute a narrow set of activities. On the other, we should foster the growth of a new state-level reform ecosystem composed of a range of entities -- primarily independent public entities or nonprofits -- able to carry out key reforms

New Public Management: Restoring the Public Trust through Creating Distrust?

Policy makers frequently invoked restoring the public sector’s legitimacy as one of the main motivations for public sector reform in the 1980s and ‘90s. Low or declining public trust in government and a decline of the public sector’s legitimacy (perceived or real) became a central motivation for public sector reform efforts, notably NPM-style reforms. In this chapter we first show how trust and legitimacy entered the reform agenda and became important motivations for public sector reform programmes in the 1990s. Creating congruence between what public services citizens really wanted and the services the public sector provided was seen as the key to regaining the public trust. In this first part, we also examine whether the basic assumption of declining trust was correct and whether NPM reforms have eventually contributed to restoring trust. In a second part, we elaborate on the apparent irony that NPM wanted to re-establish the public trust by introducing distrust-based control and compliance mechanisms. We show that this is not necessarily a contradiction by distinguishing between three different types of trust and by outlining NPM’s effect on these three types of trust. We end by discussing the re-emergence of trust-based steering concepts in public management

Cognitive and Institutional Barriers to New Forms of Cooperation on Environmental Protection: Insights from Project Xl and Habitat Conservation Plans

Many perceive the predominantly command-and-control structure of regulatory policy to be overly restrictive and inefficient in achieving our emerging environmental goals. In response, the U.S. government has introduced several voluntary programs to develop innovative, beyond-compliance environmental management solutions through the collaboration between government agencies and regulated entities. Yet, these programs have not gained widespread acceptance. This paper analyzes the cognitive and institutional barriers to that acceptance by looking specifically at two programs ‑ Project XL and Habitat Conservation Plans. These barriers act out of force of habit, creating a resistance to change and a rejection of new forms of regulatory policy. We argue that to create policy change, we must change how individuals think and how institutions guide that thinkinghttps://deepblue.lib.umich.edu/bitstream/2027.42/136207/1/1356_Hoffman.pd

In-Depth Portfolio Assessment: Shelby County Schools, Memphis, TN

The 2013 merger of Memphis City Schools (with 103,000 students) and Shelby County Schools (with 47,000 students) was the largest school district consolidation in American history. In its first year of operation, the new Shelby County Schools (SCS) commissioned CRPE researchers to perform a critical review of the district's readiness to implement a portfolio strategy for managing its schools. Based on interviews with internal and external stakeholders and analysis against model system progress, this report outlines CRPE's baseline measurement of where SCS stands in relation to the seven main components of the portfolio strategy. The report also provides suggestions for how SCS can seek progress over the next year, and track progress or decline at future intervals

The internet and public bureaucracies: towards balancing competing values

Innovation in public administration is one of the central aspects of public sector reforms. Given the procedural nature of government tasks, the adoption of the Internet and related information and communication technologies (ICT) has become critical for government organisations. The aim of this paper is to discuss the implications of the diffusion Internet led innovations in the public sector on balancing public values. Rather than diminishing their benefits, we aim at highlighting challenges and dilemmas that can emerge from ICT implementation in the public sector. The paper starts by reviewing the main trends of e-government research and show a dominant view towards managerial and private sector values embedded in the literature. To propose an alternative approach, we then draw on an empirical example from Mexico, that of the Federal Transparency and Access to Government Information Law. Using Mexico’s available statistics and secondary data, the case explores how a quicker ICT-mediated interaction between citizens and government can result in social and political dilemmas. We propose to bring into play the public value paradigm to highlight these issues. Conclusions follow