This study investigated the organizational rationality of public, private, and multinational organizations in Turkey using a questionnaire developed based on the theories of German sociologist Max Weber. The questionnaire assessed the extent to which four dimensions of formal rationality: efficiency, predictability, calculability, and control, existed in the three types of organizations as perc...

This paper explores the relationships among variables and determines influences of dimensions (i.e., municipal satisfaction, organizational performance, perceived quality, contestations complaints executive) on notoriety, image, reputation (NIR) executives. We attempted to understand if citizens’ opinions influenced evaluations, recommendations, based NIR. Parishes in municipality Valongo were ...

Purpose This article analyzes the links between financial reports and reputation in context of Finnish public sector organizations. In general, paper discusses accounting treatment intangible tangible assets quality relevance reporting. Design/methodology/approach For data, we combine three data sets: statement information eight anonymous organizations, results a survey among their key stakehol...

Similarities in public sector organizations allow the reuse of SW products using open-source (OS) like characteristics. This enables cost savings as organizations can reuse and tailor SW products developed by other organizations free of charge. However, without coordination SW products will evolve in an uncontrolled manner. This article argues the importance of application lifecycle management ...

Just as living organisms have a creation-maintenance-extinction life cycle, organizations also have a life cycle. Private organizations will not survive if they fail to acquire necessary resources through market competition. Public organizations, however, continue to survive because the government has provided financial support in order to enhance public interest. Only a few public organization...

Public sector reform programs implemented across Africa, including the World Bank’s “first” and ‘second” generation reforms, are based on the assumption that all public organizations are inefficient. This problematic assumption has had significant implications for policy in Africa. By failing to recognize that not all public organizations perform poorly, we ignore any potential lessons that cou...