59 research outputs found

    The motivations for the adoption of management innovation by local governments and its performance effects

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    This article analyses the economic, political and institutional antecedents and performance effects of the adoption of shared Senior Management Teams (SMTs) – a management innovation (MI) that occurs when a team of senior managers oversees two or more public organizations. Findings from statistical analysis of 201 English local governments and interviews with organizational leaders reveal that shared SMTs are adopted to develop organisational capacity in resource‐challenged, politically risk‐averse governments, and in response to coercive and mimetic institutional pressures. Importantly, sharing SMTs may reduce rather than enhance efficiency and effectiveness due to redundancy costs and the political transaction costs associated with diverting resources away from a high‐performing partner to support their lower‐performing counterpart

    An effective version of Nadkarni's Theorem

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    Nadkarni's Theorem asserts that for a countable Borel equivalence relation (CBER) exactly one of the following holds: (1) It has an invariant Borel probability measure or (2) it admits a Borel compression, i.e., a Borel injection that maps each equivalence class to a proper subset of it. We prove in this paper an effective version of Nadkarni's Theorem, which shows that if a CBER is effectively Borel, then either alternative (1) above holds or else it admits an effectively Borel compression. As a consequence if a CBER is effectively Borel and admits a Borel compression, then it actually admits an effectively Borel compression. We also prove an effective version of the ergodic decomposition theorem. Finally a counterexample is given to show that alternative (1) above does not admit an effective version.Comment: We have recently found out that the main results of the paper were included in the unpublished Caltech PhD thesis of Achim Ditzen, Definable Equivalence Relations on Polish Spaces (1992
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