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Administrative Sciences
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Current Challenges in Strategy and Public Policy
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Current Challenges in Strategy and Public Policy

A special issue of Administrative Sciences (ISSN 2076-3387).

Deadline for manuscript submissions: closed (31 December 2024) | Viewed by 6134

Special Issue Editor

Dr. Richard K. Common

E-Mail Website
Guest Editor
Business School, University of Nottingham, Nottingham NG8 1BB, UK
Interests: public policy analysis; public sector management; international and comparative public management

Special Issue Information

Dear Colleagues,

In the very unpredictable world of the early 21st century, the analysis of public policy and management has come under challenge. Simplistic assumptions about public policy using a top-down analysis are redundant, given that stakeholders are involved in policy formulation, including local communities, citizen groups, and multiple economic interests. Public service delivery has also been subject to radical change through e-government, digitisation, and co-production. Knowledge about public policy and management reform is also rapidly circulated and transferred between states, while at the same time, there have been calls for professionalisation and credentialism of public servants.

As a result of this complexity, which includes greater involvement from stakeholders and multiple modes of public service delivery, the tools of strategy are now being used to a greater degree in the analysis of public policy. However, this has created issues of governance and accountability. Therefore, this Special Issue is timed to invite public policy and management academics to consider how a ‘strategic lens’ can be used to inform better policy making and to offer new insights into navigating the analysis of public policy. The Special Issue also recognises the broad scope of issues that strategy generates for a wide variety of public services.

Dr. Richard K. Common
Guest Editor

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a double-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Administrative Sciences is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

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Further information on MDPI's Special Issue policies can be found here.

Published Papers (6 papers)

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Research

18 pages, 267 KiB  
Article
Responsible Leadership: Strategic Versus Integrative Practices in Complex System Transformation
by Katja K. Hleb, Tomaž Schara and Philip H. Mirvis
Adm. Sci. 2025, 15(4), 145; https://doi.org/10.3390/admsci15040145 - 17 Apr 2025
Viewed by 262
Abstract
Systems of national importance like national health care systems, even if historically and culturally diverse, are today facing similar problems. One way to address them is through responsible leadership orientations and practices that promote complex problem solving and multiple stakeholder relations. Here, we [...] Read more.
Systems of national importance like national health care systems, even if historically and culturally diverse, are today facing similar problems. One way to address them is through responsible leadership orientations and practices that promote complex problem solving and multiple stakeholder relations. Here, we focus on challenges facing leaders in two historically distinct public health care systems, that of the UK (NHS) and the Republic of Slovenia (JZS), in terms of (a) costs versus care; (b) navigating regulations and bureaucracy; and (c) meeting the needs of staff versus patients. Then, we compare how responsible leadership, expressed in the form of the strategist versus integrator orientation of leader, could help to mitigate these problems. Analysing these two forms of responsible leadership, which successively express more mental maturity and practical acumen, illustrates their relative strengths in reconciling multiple economic and social interests, operational challenges, and public concerns in different national health system contexts. This highlights responsible leadership as a means to inform policy making and practice in public health care systems and opens up a vital discussion on the importance of leadership to ensure the human right to a healthy and fulfilling life. Full article
(This article belongs to the Special Issue Current Challenges in Strategy and Public Policy)
16 pages, 767 KiB  
Article
The Predicting Abilities of Social Trust and Good Governance on Economic Crisis Duration
by Jessica Nguyen, Tue Dinh and Marcus Selart
Adm. Sci. 2025, 15(4), 123; https://doi.org/10.3390/admsci15040123 - 26 Mar 2025
Viewed by 323
Abstract
In all successful economic societies, trust is a unity factor. By contrast, the absence of trust leads to poor economic performance and negative social implications. In this paper, we uncover the relationships among social trust, corruption, and the duration of economic crises. Our [...] Read more.
In all successful economic societies, trust is a unity factor. By contrast, the absence of trust leads to poor economic performance and negative social implications. In this paper, we uncover the relationships among social trust, corruption, and the duration of economic crises. Our theoretical foundation is based on a collection of studies from different academic fields, especially political science, sociology, and economics. We test two hypotheses: Hypothesis 1: Social trust has a negative correlation with the duration time of an economic crisis. Hypothesis 2: Corruption has a positive correlation with the duration time of an economic crisis. Our study is based on two methods: descriptive and econometric analysis. As a first step, we perform a descriptive analysis on a dataset including social trust, corruption, and economic crisis as variables. As a second step, we apply econometric techniques to analyse our data. For the hypotheses, we introduce a multiple regression with control variables. Our dataset includes 11,364 observations distributed across 211 countries. The quantitative findings support Hypothesis 1 suggesting that, as the duration of economic crises increases, social trust declines. Similarly, when the duration of the economic crisis decreases, social trust increases. Hypothesis 2 was rejected. Connecting our theoretical stance with the empirical evidence, we propose several possible explanations for the findings and provide both theoretical and practical implications. Full article
(This article belongs to the Special Issue Current Challenges in Strategy and Public Policy)
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29 pages, 5431 KiB  
Article
Applying the Holacracy and Company Democracy Models to the Public Sector: A Critical Analysis of Implementation in the Indian Ministry of Education
by Chaitrali Anil Bhoi, Evangelos Markopoulos, Georgios Markopoulos and Akash Nandi
Adm. Sci. 2025, 15(3), 76; https://doi.org/10.3390/admsci15030076 - 24 Feb 2025
Viewed by 563
Abstract
This paper explores and compares two participatory management approaches—the Company Democracy Model and Holacracy—for their application within the Indian Ministry of Education. It emphasizes the need for innovative organizational techniques in the management of the public sector, particularly in light of the dynamic [...] Read more.
This paper explores and compares two participatory management approaches—the Company Democracy Model and Holacracy—for their application within the Indian Ministry of Education. It emphasizes the need for innovative organizational techniques in the management of the public sector, particularly in light of the dynamic demands posed by the New Education Policy (NEP) 2020. The study evaluates how these approaches enhance employee engagement and improve the quality of deliverables. Lewin’s Field Force Analysis is utilized to examine the organization’s strategy. The study employs Kotter’s Change Model to assess the applicability of Holacracy—a decentralized, project-oriented system, characterized by its dynamic and self-organizing structures. This model is analyzed for its potential to meet the Ministry’s shifting priorities and to foster adaptability through autonomous teams. Conversely, the Company Democracy Model, which emphasizes employee-centric growth and decision-making within a tiered, spiral framework, is evaluated using the ADKAR Change Model. This model’s compatibility with the Ministry’s hierarchical structure and its potential to enhance participatory governance are key areas of focus. The study contributes novel insights by integrating change management theories with a refined presentation of the CDM pyramid and by introducing specific performance metrics for both models. By combining theoretical frameworks with practical applications, this paper offers a sustainable governance model suited to dynamic organizational environments. Full article
(This article belongs to the Special Issue Current Challenges in Strategy and Public Policy)
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19 pages, 272 KiB  
Article
Artificial Intelligence for Financial Accountability and Governance in the Public Sector: Strategic Opportunities and Challenges
by Ceray Aldemir and Tuğba Uçma Uysal
Adm. Sci. 2025, 15(2), 58; https://doi.org/10.3390/admsci15020058 - 11 Feb 2025
Viewed by 1864
Abstract
This study investigates the transformative capacity of artificial intelligence (AI) in improving financial accountability and governance in the public sector. The study aims to explore the strategic potential and constraints of AI integration, especially as fiscal systems become more complex and public expectations [...] Read more.
This study investigates the transformative capacity of artificial intelligence (AI) in improving financial accountability and governance in the public sector. The study aims to explore the strategic potential and constraints of AI integration, especially as fiscal systems become more complex and public expectations for transparency increase. This study employs a qualitative case study methodology to analyze three countries, which are Estonia, Singapore, and Finland. These countries are renowned for their innovative use of AI in public administration. The data collection tools included an extensive review of the literature, governmental publications, case studies, and public feedback. The study reveals that AI-driven solutions such as predictive analytics, fraud detection systems, and automated reporting significantly improve operational efficiency, transparency, and decision making. However, challenges such as algorithmic bias, data privacy issues, and the need for strong ethical guidelines still exist, and these could hinder the equitable use of AI. The study emphasizes the importance of aligning technological progress with democratic values and ethical governance by addressing these problems. The study also enhances the dialog around AI’s role in public administration. It provides practical recommendations for policymakers who seek to use AI wisely to promote public trust, improve efficiency, and ensure accountability in governance. Future research should focus on enhancing ethical frameworks and investigating scalable solutions to overcome the social and technical challenges of AI integration. Full article
(This article belongs to the Special Issue Current Challenges in Strategy and Public Policy)
20 pages, 6442 KiB  
Article
The Situation of Social Cooperatives in Small Villages in Hungary
by Katalin Lipták
Adm. Sci. 2025, 15(1), 3; https://doi.org/10.3390/admsci15010003 - 24 Dec 2024
Viewed by 745
Abstract
Social cooperatives, which are an important pillar of the solidarity economy, have become increasingly popular and common in Hungary over the past 10 years, especially in disadvantaged settlements, where the administrative burden of public employment is outsourced to social cooperatives. Analyzing social cooperatives [...] Read more.
Social cooperatives, which are an important pillar of the solidarity economy, have become increasingly popular and common in Hungary over the past 10 years, especially in disadvantaged settlements, where the administrative burden of public employment is outsourced to social cooperatives. Analyzing social cooperatives in small villages is a relevant topic for local economic development. Of the 3155 settlements in Hungary, 1162 have a population of less than 500 inhabitants, i.e., small villages. In the spatial structure of Hungary, small villages tend to be located on the periphery, which is both the spatial and socio-economical peripheral position, with mostly disadvantaged inhabitants with low educational attainment and high unemployment. In these settlements, local communities can better understand what hinders and what helps their economies to grow and improve living standards by assessing their economic base. With this new knowledge, local communities can achieve results through strategically designed programs and projects that social cooperatives can join and help achieve. The methodology of the study is field research; we interviewed managers of the social cooperatives to learn about its operations and difficulties. The study described well-run and successful social cooperatives. In small villages, these cooperatives can be an important source of employment, even if the number of people employed is low. The experiences of the field research are presented in the form of recommendations for policymakers, as social cooperatives can be an important instrument of employment policy. Full article
(This article belongs to the Special Issue Current Challenges in Strategy and Public Policy)
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15 pages, 258 KiB  
Article
Politico-Administrative Culture and Public Service Reform in Post-Independence Kazakhstan
by Artan Karini
Adm. Sci. 2024, 14(10), 268; https://doi.org/10.3390/admsci14100268 - 21 Oct 2024
Cited by 2 | Viewed by 1540
Abstract
Classical organizational management literature draws clear parallels between organizational culture and climate and effective use of power and influence as key to successful policy implementation of reforms in public sector organizations. On the other hand, the public policy literature, in particular, policy transfer [...] Read more.
Classical organizational management literature draws clear parallels between organizational culture and climate and effective use of power and influence as key to successful policy implementation of reforms in public sector organizations. On the other hand, the public policy literature, in particular, policy transfer as a strand within policy studies, emphasizes the role of the national context, more specifically, ‘facilitators’ and ‘constraints’ of ‘‘politico-administrative culture” within the national context, as crucial to understanding processes of transfer, convergence, and diffusion of public policy. There is a plethora of studies by Western scholars of public management who have successfully utilized these theoretical underpinnings to study the effectiveness of public service reforms in mature policy environments such as the UK, the US, Australia, New Zealand, and others. However, the public policy and comparative public management literature only offers a limited number of case studies from developing, middle-/upper-middle countries, which rely on concepts of organizational management in addition to narratives on the impact of policy learning from global doctrines, such as Weberianism, New Public Management (NPM), and New Public Governance (NPG), and national politics, on the implementation of administrative reforms in those contexts. Kazakhstan, as a resource-affluent post-Soviet country and a bastion of modernization and ‘open government’ in Central Asia or the Commonwealth of Independent States (CIS) in the post-Soviet era is a case in point. Based on ethnographic research consisting of interviews with elite academics, civil servants, and think-tank activists, as well as reviews of OECD and government strategy reports in Astana, the findings point to a potential abatement of the impact of context constraints such as large power distance and collectivist behavior by context facilitators such as those surrounding the use of ‘trilingualism’ and public diplomacy towards reforms in Kazakhstan particularly in recent years. Full article
(This article belongs to the Special Issue Current Challenges in Strategy and Public Policy)
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