Good infrastructure and equitable distribution of resources are critical factors in securing equal health care access to all. Poverty, food production and distribution, water, sanitation, housing, environmental protection and education all impact on health (Lee and Mills, 1983). Despite the multi-dimensional determinants of health and healthcare, one of the most noticeable challenges facing the health care system is that of human resources. Health care systems cannot function optimally without sufficient levels and adequate distribution of health care personnel. Brain drain in South Africa is one of the critical areas of concern according to the Health Minister (Poggenpoel, 2004). Recruitment and retention of health care workers within public health institutions is still one of the most critical challenges facing South Africa. Poor working conditions; limited consumable resources and mismanagement of facilities aggravate the problem of shortage of skilled health care personnel. Limited private practice (LPP) is seen as one of the many mechanisms to retain health care personnel. Limited Private Practice or moonlighting allows for government or state employees to perform private duties within certain time parameters. LPP is common in many developing countries, including South Africa. This study focuses on the health professionals engaging in limited private practice in South Africa. Remunerative Work Outside Public Sector (RWOPS) is potentially an alternative term used for LPP in South Africa. The study focuses on the evolutionary process of the RWOPS policy and explores the attitudes and perceptions of the health professionals and management at the Johannesburg Hospital with regards to the RWOPS policy. Policy documents, press releases, international studies and official documents collected through searches on the world-wide-web have provided the bases for the evolutionary process of the study. The perception and attitudes were determined through a selfadministered structured questionnaire. Participants were randomly selected from a list obtained from the Johannesburg Hospital Human Resource personnel. Some participants were selected using snowball sampling. A total of forty two questionnaires were handed out to the respective participants with feedback from thirty five participants. The questionnaire compromised of closed and open ended questions. The sample population consisted of the following participants: · Nursing personnel (these included nurses at all levels, professional nurses, senior nurses, chief nurses as well as representatives from DENOSA) · Doctors (all levels registrars, senior registrars, Head Of Department’s, consultants and reps from SAMA) · Management (the CEO and some human resource personnel responsible for processing the RWOPS applications) · Allied Health Professionals (all levels of physiotherapists, occupational therapists, pharmacists and the speech and hearing therapists) The results are presented graphically. The data was thematically analyzed allowing the researcher to identify the role of the key actors in the implementation process. The Walt and Gilson (1994) model was used to analyze and assess the RWOPS policy. A pilot study was conducted to determine if the validity and reliability of the questionnaire in determining the role, attitudes and perceptions of these key actors with regards to the RWOPS policy. The pilot study was included in the actual sample population. Management n=2; doctors n=11; nurses n=15 and allied health n=7 were the total number of respondents. Most individuals felt that a shortage of human resource was the most critical challenge. Most participants are not familiar with the RWOPS policy even though seventy seven percent of the participants answered yes to being familiar with the policy. The expectation from many participants was for them to receive substantial financial incentives through the policy. This relates the lack of knowledge on the policy terms. Participants also felt that certain professions and individuals benefited the most from the RWOPS resulting in animosity amongst health care workers at the Johannesburg Hospital. The questionnaires indicated that there was minimal input from all the relevant key actors. This lack of consultation with all relevant actors or perhaps a miscommunication amongst the relevant players may have contributed to the abuse of this policy.

There is a lack of understanding of the factors that determine one's motivation to share knowledge within a public sector community of practice. Additionally, the impact of knowledge sharing in communities of practice on the work performance of members remains under-investigated. The purpose of this study was first to investigate how motivational factors, enablers and barriers influence knowledge sharing within a community of practice in a public organization and, second, to examine how community of practice members' work performance is associated with knowledge sharing. Findings are as follow. First, all three motivating factors considered in the study, community related considerations, normative considerations, and personal benefits, were found to have a unique contribution to the variance in knowledge sharing. Second, results showed that three enablers have a significant main effect on knowledge sharing: social interaction, reward, and support. Third, two of the four barriers, degree of courage and degree of empathy, which measured organizational culture, were found to have a significant main effect on knowledge sharing. Fourth, the interaction of normative consideration with social interaction, personal benefit with support, and normative considerations with courage had a moderating effect on the relationship between motivating factors and knowledge sharing. Fifth, there was a moderate positive correlation between knowledge sharing and work performance. Trust and reward were not significant predictors of one's willingness to share knowledge in a community of practice

We live in a society where more and more services are available online, and to an increasing extent, people expect that there should be a digital solution. The demand for digitalization of the public sector is increasing. However, at the same time, there are requirements for public activities to handle tax funds responsibly and not buy more expensive solutions than necessary. Here, cloud providers are often used to solve the equation of being both efficient and economical - and not least secure. The problem is that after a judgment in the Court of Justice in the European Union (Schrems II), cloud-based solutions supplied by US-based providers appear to be legally prohibited as their use violates the GDPR. GDPR complicates the digitization work by creating uncertainty about what a public organization is allowed to do. The research question to help shed light on this issue is “How can the public sector in Sweden use US cloud providers in the light of Schrems II?” This research uses design science as a research method to find the critical factors to support the use of US cloud service providers and use the factors as requirements. As the problem is practical, action research is used as a research strategy. The primary data collection methods are interviews of subject matter experts for their knowledge and direct insight into the problem, document research of mostly official documents as a knowledge base for the research with their validity and reliability, and a variant of brainstorming for new perspectives. Thematic analysis is used to analyze the results and help define the requirements for using US cloud providers in the public sector, along with explanation and root cause analysis. The GDPR is clear about third country transfers, but the additional laws and demands cause uncertainties on applying it and for which kind of data. The critical factors found are contributing laws, data classification, risk management, internal procurement,routines, employee knowledge level, and the need for documentation. These results led to a conclusion that open, public data is the only kind of data for which it is possible to use US cloud providers. After carefully examining the critical factors, some public organizations have chosen to use US cloud services for other data types, as they decided it was the safer choice. EU and the US have just agreed on the principles of a new trans-Atlantic data transfer treaty. This treaty must solve several problems to guarantee an adequate level of protection, and the probability that this will be met creates continued uncertainty in the affected organizations. One thing is clear - an organization that meets the critical requirements is firmly facing whatever future may come.

Over more than three decades, there has been a sustained interest in strategic planning in the public sector to secure positive outcomes and long-term growth. However, several authors argued that strategic planning is limited, costly, time consuming and not producing the needed outcomes. Previous research has focused almost upon developed, and not on developing countries, for instance, the Kingdom of Bahrain. This gap in the knowledge provides the justification for this research. Using survey method, this research aims to explore strategic management practices in the public sector of Bahrain. Using both interviews and questionnaires as the mixed methods was more convincing and produced more comprehensive findings and hence stronger credibility. The findings reveal that the strategic management process was not effective in the researched organizations in the strategic formulation stage, the strategic implementation stage, and the strategic evaluation stage. The findings also reveal that there is a low satisfaction level with strategic management process within most of the organizations surveyed. Moreover, the findings revealed that the progress in the transition from strategic planning to a strategic management approach was limited. However, some of the organizations were found to be at the start of such a transition and this may be a good sign. Additionally, the findings reported many leading edge elements that are closely related to this transition, and help to successfully implement organizational objectives. Finally, the present research is proposing a strategic management model to increase the ability to formulate, implement and evaluate better future governmental strategic plans.

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No / Notions of leadership change over time. The last two decades have been dominated by US models of ¿heroic¿ leadership, based largely on predominately male-biased samples, which have been focused on studies of ¿distant¿ leaders, but these are being challenged by the findings from more recent studies which question the potential dangers of adulating the few ¿gifted¿ ¿charismatic¿ individuals, not least of which because of the disasters they may cause. In addition, there is a growing interest by organisations of identifying how they can increase ¿engagement¿ amongst their employees, since this process appears to contribute significantly to organisational success. This study seeks to replicate an earlier study of ¿nearby¿ leadership in UK public sector organisations.

Yes / The race against ‘Digital Darwinism’ in public sector had caused failures of several high profile large-scale Digitally Enabled Service Transformation (DEST) projects. While technical and managerial issues are often emphasised as the factors underpinning such failures, the vital role of key actors and the interplay between these actors and structures is underplayed when examining the causes of DEST failure. To enable a richer understanding of DEST, this paper proposes an analytical lens combining Institutional Theory (IT) and Structuration Theory (ST) to explore the case of ‘Universal Credit’, a very large and ambitious DEST project in the UK. Analysis reveals that the institutional actors and structures played significant roles in the transformation process. Albeit governing the actors’ actions, institutional structures are shaped through actions that are influenced by knowledge, power and norms. Hence, recognising and addressing these subliminal factors are critical to promote actions that can facilitate DEST success. The contributions of this case study are two-folds. Theoretically, it provides a distinctive conceptual approach to study DEST; and practically, the lessons help in signposting better managerial practices.