Challenges to the implementation of fiscal sustainability measures

Purpose: Fiscal sustainability is high on the global political agenda. Yet, implementing the needed performance-orientation throughout public-sector organizations remains problematic. Such implementation seems to run counter to deep-seated social structures. In this paper the aim is to shed light via key change agents' views on these social structures at the management level during the implementation of a performance-based budgeting scheme. Design/methodology/approach: The authors analyzed documentary data and conducted in-depth, semi-structured interviews with key change agents operative within central government ministries in The Netherlands. The data were analyzed using a structurational approach to identify the enablers and barriers to performance-based budgeting implementation. Findings: In total, 29 social enablers and barriers to performance-based budgeting implementation were derived. These were categorized into: Context, Autonomy, Traditional beliefs, Influence on results, and Top management support. Based on these categories five propositions were developed on how social structures enable and constrain performance-based budgeting implementation among public managers. Research limitations/implications: The study was executed in one country in a specific period in time. Although the problems with performance-based budgeting exist over the globe, research is needed to study whether similar social structures enable and impede implementation. Social implications: Policy makers and change agents aiming to improve fiscal sustainability by budgeting reform need to consider the found social structures. Where possible they could strengthen enablers and design specific comprehensive measures to tackle the barriers identified. Originality/value: This paper provides insight and develops knowledge on the social structures that enable and constrain performance-based budgeting, which in turn improves fiscal sustainability

Learning Barriers: a framework for the examination of structural impediments to organizational change

The body of knowledge on organizational learning is believed to be large and fragmented. Therefore, this knowledge seems to be of limited use to practitioners. We, however, present an alternative review of the most important publications on organizational learning that deals explicitly with learning barriers. The structural causes of problems with organizational learning are related to malfunctioning components of the cybernetic learning system of the organization. Thus, it became clear that the body of knowledge on organizational learning is less fragmented and does not contain any contradictions. This resulted in our construction of a framework in which the major contributions on organizational learning are integrated. It allows practitioners to use strengths of multiple theories to analyze change management problems

Balancing Relations and Results in Regional Networks of Public-Policy Implementation

Regional networks have become popular routes for central governments to translate national ambitions into regional policies and actions; but these networks face challenges, having to balance between the dual objectives of obtaining short-term goals and establishing enduring network relations. This empirical article addresses the question as to whether there is any tension between these objectives, and if so, how can it be explained and managed. We report two studies on regional networks in the public-policy areas of Education and Employment in the Netherlands. Multiple methods were used: Interviews, surveys, archival records, social network data, and participatory observations. The findings suggest that this tension exists, and that it is especially found in young networks; more mature networks demonstrate better balance between network relations and goal attainment. Network governance was found to be a key explanatory factor whereby a network which had an administrative organization with a merely facilitative role, performed best in both respects