One of the most important trends in public management in the United States in recent history has been the spread of goal setting and performance measurement (Rainey 2014, 149), both core elements of a reform movement to make government agencies more transparent, accountable, and results-oriented (Light 1997). In the U.S. Government, the reform was legislated by the Government Performance and Result Act (GPRA) in 1993 and the GPRA Modernization Act (GPRAMA) in 2010 and implemented through Office of Management and Budget (OMB) policy guidance. Agency responses have ranged from limited use of performance information to comply with the law and only within the headquarters, to a voluntary embrace of its spirit and legislative intent and the routine, purposeful use of performance information at all levels to improve organizational learning, management decisions, and performance. The latter represents full institutionalization of performance management reform. Empirical research on institutional and organizational conditions that lead to variance in institutionalization of performance management reforms predominates in state (e.g. Bourdeaux and Chikoto 2008; Taylor 2011; Moynihan 2008), local (e.g. Moynihan and Hawes 2012; Moynihan and Pandey 2010; Yetano 2013) and international contexts (e.g. Ohemeng 2011; Pollitt 2006). For the U.S. Government context, this study seeks to integrate and build on prior research on the effects of institutional or organizational conditions on observable indicators of reform institutionalization in agencies. These indicators include setting goals and performance monitoring (e.g. Lee and Kim 2012), performance information use (e.g. Dull 2009; Moynihan and Kroll 2016; Moynihan and Lavertu 2012) or collaboration (e.g. Choi and Moynihan 2019). Using variable-oriented research designs, none of these studies have been able to characterize causal pathways or account for all conditions simultaneously, thereby limiting their generalizability. Also, conjunctural causation, causal asymmetry, and equifinality are common patterns of causation in organizational settings and in management scholarship; research designs that fail to account for these limit themselves to simple correlations (Furnari et al. 2020; Marx, Cambre, and Rihoux 2013). This study combines correlational and multi-conditional configurational qualitative approaches to assess causality, an unconventional research strategy in the public management literature. The author has additionally been unable to identify a single study that isolated the effect of bureaucratic type (James Q. Wilson 1989) on federal agency institutionalization of performance management. This study addresses this shortfall as well. To further develop this line of research, this study employs the model of institutionalization progression proposed by Tolbert and Zucker (1996) and uses data from a 2017 Government Accountability Office survey of federal managers, an original online interview of 20 federal managers in 12 agencies, and interviews with 6 senior performance system managers and 8 fellows of the National Academy of Public Administration, to conduct a meso-level mixed methods analysis employing hierarchical linear modeling, case research, and fuzzy set Qualitative Comparative Analysis (FSQCA) to identify which configurations of conditions best explain GPRAMA institutionalization in federal agencies. Among other findings, quantitative models indicated an organizational culture with norms of accountability and empowerment, and organizational capacity for performance evaluation, were by far the strongest individual predictors of reform institutionalization. When a range of theoretical antecedents of institutionalization are combined in qualitative configurational models, the study finds that agencies with immature performance management systems must first build senior leader commitment and supportive attitudes of managers for implementing the reform, and then seek to clarify organizational goals, in order to foster the adoption of performance measures. Agencies that are further along in the process of institutionalization can further the adoption of performance measures by investing in capacity for measuring performance and cultivating a culture of accountability and empowerment. To foster greater use of performance information, the study's findings suggest federal leaders should invest in capacity for performance evaluation and strengthen the credibility of their commitment to performance management reform, but that transforming agency cultures to become more results-oriented, often promoted in the literature, may not be necessary to achieve near-term improvements. Using James Q. Wilson's (1989) typology of bureaucratic designs, the study finds propositions based on it offer analytical leverage to explain variance in patterns of institutionalization of performance management practices between the studied US federal agencies. However, an unexpected finding was that Craft-type agencies are especially likely to use performance information for management decisions. The study contributes 1) U.S. federal context to empirical research on "bottom up" factors mediating "top-down" reform policy implementation, 2) methodological innovation to public management research by employing hierarchical linear modeling to isolate agency-level effects; 3) original use of Qualitative Comparative Analysis (QCA) to identify configurational pathways to reform policy institutionalization in the U.S. Government; and 4) a transparent technique for classifying federal agencies by Wilson bureaucratic type. The study also offers useful knowledge to legislators, stakeholders, political appointees, and career federal managers to shape the Federal Performance Management Framework and craft tailored management strategies suitable for the characteristics of federal agencies. / Doctor of Philosophy / One of the most important trends in public management in the United States in recent history has been the spread of goal setting and performance measurement (Rainey 2014, 149), both core elements of a reform movement to make government agencies more transparent, accountable, and results-oriented (Light 1997). In the U.S. Government, the reform was legislated by the Government Performance and Result Act (GPRA) in 1993 and the GPRA Modernization Act (GPRAMA) in 2010, and implemented through OMB policy guidance. Some agencies have complied with the letter of the law and used performance information to satisfy minimum requirements of legal compliance and only within the headquarters. Others have voluntarily embraced the spirit and legislative intent of the reform and started to use performance information at all levels to improve organizational learning, management decisions, and performance. The latter represents what this study defines as full institutionalization. Scholars have long investigated the reasons why agencies implement performance management reforms differently and why some establish new routines more fully and permanently than others do. Much of this research has been at the state (e.g. Bourdeaux and Chikoto 2008; Taylor 2011; Moynihan 2008) and local levels (e.g. Moynihan and Hawes 2012; Moynihan and Pandey 2010; Yetano 2013), or conducted in other countries (e.g. Ohemeng 2011; Pollitt 2006). For the U.S. Government context, this study seeks to integrate and build on past research on which institutional and organizational conditions influence forms and degree of institutionalization of performance management practices in agencies. Examples include setting goals and monitoring performance (Lee and Kim 2012), using performance information for management decisions (Dull 2009; Moynihan and Kroll 2016; Moynihan and Lavertu 2012) or collaboration (Choi and Moynihan 2019) . This past research has laid a solid foundation for a new phase of research that goes beyond simple case descriptions and correlational studies of individual variables to identify complex causal pathways across agencies and how these may differ depending on the presence or absence of political forces, resource dependency, oversight, and a host of organizational conditions like goal clarity, senior leadership commitment, an empowered and accountable culture, employee training, and the capacity for evaluation of performance data. The study also takes on a longstanding challenge in the study of public organizations by including agency identity as an additional organizational condition to test theoretical predictions about the adoption of performance management by bureaucracies having differing abilities to observe their outcomes and outputs (Wilson 1989). To further develop this line of research, the field needs a better understanding of what combinations of conditions lead to deep institutionalization of the performance management practices of adopting performance measures and using performance information for management decisions. To contribute this, this study employs both statistical modeling and systematic cross-case comparative analysis of data from a large federal manager survey dataset from 2017 provided by the U.S. Government Accountability Office, an original online survey interview of 20 federal managers in 12 agencies, and interviews with 6 senior performance system managers and 8 fellows of the National Academy of Public Administration. Among other findings, quantitative models indicated an organizational culture with norms of accountability and empowerment, and organizational capacity for performance evaluation, were by far the strongest individual predictors of reform institutionalization. When a range of theoretical antecedents of institutionalization are considered together in qualitative configurational models, the study finds that agencies with immature performance management systems must first build senior leader commitment and supportive attitudes of managers for implementing the reform, and then seek to clarify organizational goals, in order to foster the adoption of performance measures. Agencies that are further along in the process of institutionalization can further the adoption of performance measures by investing in capacity for measuring performance and cultivating a culture of accountability and empowerment. To foster greater use of performance information, the study finds federal leaders should invest in capacity for performance evaluation and strengthen the credibility of their commitment to performance management reform, but that transforming agency cultures to become more results-oriented is not necessary to achieve near-term improvements. Using James Q. Wilson's (1989) typology of bureaucratic designs, the study finds propositions based on it offer analytical leverage to explain variance in patterns of institutionalization of performance management practices between the studied US federal agencies. However, an unexpected finding was that Craft-type agencies are especially likely to use performance information for management decisions. The study contributes 1) U.S. federal context to empirical research on factors affecting policy implementation in complex bureaucracies, 2) methodological innovation to public management research by employing an unconventional statistical technique to study how agency identity impacts on institutionalization; 3) original use of Qualitative Comparative Analysis (QCA), a rarely-employed technique in the public management literature, to systematically compare conditions between federal agencies as separate cases to spot causal patterns; and 4) a transparent technique for classifying federal agencies by Wilson bureaucratic type. The study also offers useful knowledge to legislators, stakeholders, political appointees, and career federal managers to shape the Federal Performance Management Framework and craft tailored management strategies suitable for the characteristics of federal agencies.

The purpose of this study was to explore the utility of Hall's (1961) conceptualization of Max Weber's (1946) theory of bureaucracy as an analytical tool in Turkey. The population was 1946 teachers in 91 public schools that employ five or more teachers. The instruments were distributed to 725 teachers in 68 schools in Karabuk province. Useable returns were 486. A pilot sample (one third of the useable returns) was generated to test the instruments by utilizing a series of item analyses. Remaining cases were used to answer the research questions in a separate sample. Items to measure bureaucracy derived from different versions of Hall's (1961) Organizational Inventory which operationalized six bureaucratic dimensions: hierarchy of authority, division of labor, rules and regulations, procedural specifications, impersonality, and technical competence. Item-analyses were done in the pilot sample. The surviving items were subjected to a factor analysis using the research sample. Generally, the factor structure of items obtained in the pilot sample was replicated in the research sample. Items measuring sense of power were also isolated from the literature and tested in the pilot sample. The surviving items were also subjected to a factor analysis in the research sample. The six moderately correlated bureaucratic dimensions clustered around two negatively related second-order factors. The first factor (control) was composed of hierarchy of authority, rules and regulations, procedural specifications, and formality in relations. The second factor (expertise) was composed of division of labor and technical competence. Based on control and expertise scores, teachers were classified into four typologies: Weberian, Collegial, Chaotic, and Authoritarian. Teachers in collegial cluster were the highest in sense of power and teachers in authoritarian cluster were the lowest in sense of power. Sense of power was inversely related to bureaucratization and positively related to expertise above and beyond the other relevant variables. It is concluded that there is support for the applicability of the western predisposition of bureaucracy to Turkish schools because of similar findings reported by western researchers. Max Weber's ideal theory of bureaucracy as it was operationalizaed by Hall is a useful analytical tool to examine the organizational structure of Turkish schools. / Ph. D.

Aligning Word2vec word embeddings using a compass in a system of Compass-aligned Distributional Embeddings (CADE) creates stable and accurate temporal word embeddings. This thesis seeks to expand the CADE framework into the area of dynamic topic modeling (DTM), where temporal word2vec embeddings can be used to describe temporally and unsupervised evolving topics. It also seeks to improve upon the CADE framework through a theoretical and experimental exploration of compass parameters, cluster and topic generation techniques, and topic descriptor creation. This method of Temporal Topic Embeddings with a Compass (TTEC) will be compared to other DTM techniques in the ability to create coherent and diverse clusters and will be shown to be competitive compared to traditional and transformer-aided DTM architectures. In addition to a qualitative discussion of results, there will be a political theoretical overview of the nature of this technique and potential use cases, with interviews from political actors of various backgrounds as to how the technique and machine learning as a whole can be used in the organizational setting. / Master of Science / Diachronic word embeddings look at how the context words appear in evolve over time. Dynamic Topic Modeling (DTM) is the ability to computationally discover topics and how they evolve over time. This thesis creates a DTM technique called Temporal Topic Embeddings with a Compass (TTEC) based off diachronic word embeddings, allowing a user to simultaneously look at word and topic evolution over time. There is also an exploration of the use case of TTEC and similar machine learning models within various political organizational settings through interviews.

The aim of this study was to examine the view that officials involved in youth unemployment have on the significance of collaboration between organizations working with unemployed youth. The study was based on nine qualitative interviews with officials from PES offices and from municipalities such as job coaches. The results were analyzed based on qualitative content analysis. The analysis led to two different themes: conditions and the individual. In the analysis two different theories were used, new institutionalism and Lipsky's theory about street-level bureaucrats. The analysis led us to the conclusion that these officials find collaboration important both for their work and for the unemployed youth and that they collaborate with the individual’s interests in mind.

Thesis (doctoral)--Göteborg, 2003.

Thesis (doctoral)--Göteborg, 2003.

No description available.

Problem - How does management look within a post bureaucracy, when there is room for freedom under responsibility. Where there is flexibility rather than structure, to promote the creativity of the employees. Purpose - The purpose is to investigate and give an increased understanding of how a organization with post-bureaucratic characteristics in the project and construction management industry works from a management and control perspective. Method - Data collection is done through five semi-structured interviews. The interviews include three different work roles within Forsen, which are management, employees and consultants. Data is analyzed with the support of previous research and theories to answer the study's purpose. Conclusion - The study showed that Forsen considers themselves to be a non-hierarchical organization that runs their employees to make their own decisions. Where freedom under responsibility is central to the organizational structure, which reflects a post-bureaucratic organization. The management within the organization takes place through a predetermined project plan and a process description. There were important factors such as time, finances and results, and it served as a governing document that employees needed to relate to.  These forms of governance also provide incentives for them to be classified as a neobureaucracy. This is due to how one chooses to look at the various instruments since these can be perceived as rules which symbolize the traditional bureaucracy. A link between freedom and rules provides the opportunity for the neo-bureaucratic form of organization. / Problem - Hur ser styrningen ut inom en postbyråkrati, när det lämnas utrymme för frihet under ansvar, där det förekommer flexibilitet snarare än struktur, för att främja kreativitet hos medarbetarna. Syfte - Syftet är att undersöka och ge en ökad förståelse hur en organisation inom projekt- och byggledningsbranschen med postbyråkratiska karaktärsdrag fungerar ur ett lednings- samt styrningsperspektiv. Metod - Datainsamlingen sker genom fem semistrukturerade intervjuer. Intervjuerna omfattar tre olika arbetsroller inom Forsen vilket är ledning, anställda och konsulter. Data analyseras med stöd av tidigare forskning och teorier för att besvara studiens syfte. Slutsats - Studien visade att Forsen anser sig som en icke-hierarkisk organisation som uppmanar sina anställda att fatta egna beslut. Där frihet under ansvar är centralt i organisationsstrukturen, vilket speglar en postbyråkratisk organisation. Styrningen inom organisationen sker genom en förutbestämd projektplan och en processbeskrivning. Där viktiga faktorer som tid, ekonomi och resultat fanns med och det fungerade som ett styrande dokument som de anställda behövde förhålla sig till. Dessa former av styrning ger även incitament av att de kan klassas som en neobyråkrati. Detta beror på hur man väljer att se på de olika styrmedel då dessa kan uppfattas som regler vilket symboliserar den traditionella byråkratin. En sammankoppling av frihet och regler ger möjlighet för den neobyråkatiska organisationsformen.

This study examines implementation from national law in to local practice in the district of Kalmar to assure newly arrived immigrants orientation in civics. The study takes its starting point in Lipskys theory about street-level bureaucracy.  Questions that are discussed are about how  the education is understood by refugee’s coordinators, civic communicators and the new immigrates, how the organization has been and what role the demography and economic structures has played for the organization. It is a case study where interviews and enquete has been used. The district of Kalmar has in a future lack of workers why the immigrants are of interest as an asset for the labour market. Education in mother language is though expensive why resources are coordinated by the District association of Kalmar. Norms and values differ between municipalities about if the education is to be in mother language or not. Lack of economic resources makes also long travels for the pupils and that not all can take place in time for the education, for example study tours.

This dissertation analyzes the effects of Latino immigration on the representation of Latinos and African-Americans on school boards and attempts to explain under what conditions Latino immigrants provoke opposition among whites. I consider two measures of representation based on representative bureaucracy—the membership of Latinos and African-Americans on school boards and bias in the responsiveness of white school board members toward these two groups. Whites as the major racial group in the U.S. have been the subject of much intergroup relations research focusing on competition for scarce resources, perceived threat and group biases (e.g., Evans and Giles, 1986; Giles and Evans, 1985, 1986; Esses, Jackson and Armstrong, 1998), and I also focus on their racial behaviors as voters in school board elections and as school board members. I consider Latino immigration in this research because emerging evidence suggests that Latino immigration poses a growing threat to whites, leading them to shift their support from Latinos to a countervailing group, such as African-Americans (e.g., Meier and Stewart, 1991; Rocha, 2007). It is likely that the reactions of whites to Latino immigration are conditioned by their preexisting racial attitudes, so this dissertation also tests competing theories of community racial climate—group threat and group contact. I expect that racial tensions within a community should moderate the influence of Latino immigration on these two forms of Latino and African-American representation. Overall, this dissertation expands the study of representative bureaucracy by combining past research on community racial climates with conditions influencing minority representation.