Accountability and Coalitions: Evidence from a Negotiation Experiment

This article tests the effect of accountability on negotiation outcomes in a face-to-face classroom experiment. Student participants were asked to form coalitions in groups of three. In the treatment condition, negotiators were held accountable by a personal forum during the formation of the coalition. In the control condition, negotiators were not held accountable. Results show that accountability leads to lower group performance in coalition negotiations. Accountability also reduced the willingness of negotiators to include all negotiators in a “grand coalition.” Rather, accountable negotiators reached agreement with a subset of negotiators. Accountability increased the odds of reaching no agreement. These findings challenge the idea of increased performance as a result of public accountability in the context of coalition negotiations

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Public And Private Sector Negotiations, Comparing Negotiators And Contexts

Contains fulltext : 203243pub.pdf (publisher's version ) (Open Access)Radboud University, 07 juni 2019Promotores : Thiel, S. van, Deemen, A.M.A. van, Rouwette, E.A.J.A.231 p

Accountability and Coalitions: Evidence from a Negotiation Experiment: Contract, Deals and Bargains, Negotiations by public servants

As many public services are contracted out, public servants have to negotiate more often. However, negotiation skills are seldom taught in public administration curricula. Moreover, the bargaining literature does not pay attention to the effects of public sector context on negotiation process and outcomes. We argue that characteristics such as serving public instead of individual interests will affect public servants’ preferences for specific outcomes. The need for public accountability will induce risk-averse strategies. The proposed study aims to develop new theory on negotiations by public servants. Hypotheses will be tested in experiments, a novelty in public administration research

Experimental public administration from 1992 to 2014: A systematic literature review and ways forward

PURPOSE – Based on previous inventories, the purpose of this paper is to extend the knowledge on public administration experiments by focusing on their experimental type, design, sample type and realism levels and external validity. The aim is to provide an overview of experimental public administration and formulate potential ways forward. DESIGN/METHODOLY/APPROACH – The authors examine the current state of experimental public administration, by looking at a systematic selection of ISI ranked experimental publications in major public administration journals (1992-2014) and recommend ways forward based on this review. FINDINGS – The review indicates a rise in experimentation in public administration in recent years, this can be attributed mostly to some subfields of public administration. Furthermore, most experiments in public administration tend to have relatively simple designs, high experimental realism and a focus on external validity. Experimental public administration can be strengthened by increasing diversification in terms of samples, experimental designs, experimental types and substantive scope. Finally, the authors recommend to better utilize experiments to generate usable knowledge for practitioners and to replicate experiments to improve scientific rigour. ORIGINALITY/VALUE – This paper contributes to experimental public administration by drawing on a systematic selection of papers and assessing them in depth. By means of a transparent and systematic selection of publications, various venues or ways forward are presented

30 years of IJPSM publications: an analysis

Contains fulltext : 180273.pdf (publisher's version ) (Closed access)PURPOSE - By using the analysis of 30 years of publications in the journal International Journal of Public Sector Management, the purpose of this paper is to discover trends in publications, such as single vs joint authorship, topics and country of origin in authorship and readership. DESIGN/METHODOLOGY/APPROACH - Using secondary sources, such as Scopus and the Manuscript Central system, quantitative data are collected and then analysed with simple descriptive statistics. FINDINGS - Single authorship has gone down, while the number of articles has gone up. The authors still mainly come from English-speaking countries, as do the readers who cite the articles. The majority of publications still reports findings from qualitative, empirical research but on an increasing number of varying topics. ORIGINALITY/VALUE - The findings give insight into the publication patterns in public management, indicating developments in the academic practices of the discipline

Accountability and negotiator background

Many negotiations in the public and private sector result in coalitions. Empirical evidence suggests that the outcome of coalition negotiations deteriorate when accountability demands placed on negotiators are high. We investigate if the effects of accountability on negotiation outcomes differ for public and private sector-oriented individuals in a face-to-face experiment. A mix of graduate and undergraduate students negotiated a coalition in triads. We manipulated accountability (absent and present) as well as grouping based on PSM (high and low). Accountability lowers group and individual performance in coalition negotiations. Behavior did not differ between public and private sector negotiators

Contract, Deals and Bargains, Negotiations by public servants

As many public services are contracted out, public servants have to negotiate more often. However, negotiation skills are seldom taught in public administration curricula. Moreover, the bargaining literature does not pay attention to the effects of public sector context on negotiation process and outcomes. We argue that characteristics such as serving public instead of individual interests will affect public servants’ preferences for specific outcomes. The need for public accountability will induce risk-averse strategies. The proposed study aims to develop new theory on negotiations by public servants. Hypotheses will be tested in experiments, a novelty in public administration research