Lending technologies, lending specialization, and minority access to small-business loans

Small-business loans, Lending technologies, Lending specialization, Relationship lending, Fair lending, Discrimination, Asymmetric information, SME finance, D21, G21, J15, L26,

Accountability and performance of Italian local government authorities: How does e-disclosure affect performance?

The Internet has become the most important channel to disclose information and to reduce the distance between local government authorities and its stakeholders, in order to maintain politicians, managers and public administrations accountable. The study examines the relationship between accountability and performance of Italian Local Government Authorities that are obliged to disclose performance data on their website, in order to enhance transparency and participation for improving public performance. Findings show no significant relationship between e-disclosure and performance, underlining that the greater transparency is only symbolic, and a positive and significant relationship between media interest and performance, highlighting the relevant role that media could have in stimulating citizens to control ways through which politicians and public managers spent money and create public value

Economies of scale and the demand for money

Firm demand for money, Cash management, Credit constraints, US small businesses, L26,

Rethinking the Concept of Competencies for Public Managers

This chapter will go deeper in analyzing the concept of competency according to a managerial perspective, and will then clarify the relation with the Public Sector both from a theoretical and from a practical view

The role of IS in Performance Management : The Case of an Italian Public University

The article investigates the relationship between Performance Management Systems (PMS) and IS in a single Italian Public University, starting from the gap that exists between what is declared in University policy statements— ostensibly oriented towards empowerment—and what is actually implemented by public managers. We are particularly interested in understanding how ICT could support PMS in the control process. In our empirical analysis we observed that the role of IS depends on the strategy adopted in planning and implementing the PMS