Despite the large literature on gender differences in politics, there have been relatively few empirical studies testing the effects of gender in public administration. This paper examines how male... Show moreDespite the large literature on gender differences in politics, there have been relatively few empirical studies testing the effects of gender in public administration. This paper examines how male and female public managers show attitudinal differences toward innovation in the public sector. We hypothesize that male and female managers differ in three aspects. Firstly, female managers are more result-oriented than rule-following, and more oriented toward societal interests. Secondly, female public managers are more open to new ideas and creativity, and more willing to challenge the status quo. Yet, thirdly, female leaders are less eager to take risks when would-be innovations may put their organizations in peril. Thus, we argue that female managers are more prudent and entrepreneurial than their male counterparts. We test these hypotheses using a data set of 5,909 senior public managers from 20 European countries. The results of multilevel model analysis find statistically significant gender differences in attitudes toward innovation. Despite the small size of gender impacts, our findings challenge prevailing stereotypes on women’s entrepreneurial attitudes. Show less
Public administration reforms have propagated the use of private sector management skills in the public sector, and an increased openness to managers with a private sector background. This has... Show morePublic administration reforms have propagated the use of private sector management skills in the public sector, and an increased openness to managers with a private sector background. This has created a debate between those who think private sector experience improves public institutions by bringing core managerial values such as results orientation, efficiency, or openness to innovation, and those who argue that private sector experience can damage core public sector values, such as impartiality and equity. Despite the abundant anecdotal evidence, broad empirical evidence on the effects of private sector experience on public managers' values remains limited. Using data from a survey among central government top managers in 18 European countries, we show that public managers with private sector experience have, as expected, more core managerial values. Yet, unlike the conventional view, core public values do not suffer. Show less
A varied set of pressures drive organizational innovation. Among these pressures, demographic shifts seem to boost innovation, as the public sector responds to the arrival of migrants and to... Show moreA varied set of pressures drive organizational innovation. Among these pressures, demographic shifts seem to boost innovation, as the public sector responds to the arrival of migrants and to community changes in race and ethnic composition. However, we know little about innovation by governments in response to expected population decline. In particular, studies have under‐examined how anticipated demographic pressures prompt public organizations to innovate. This study undertakes this task by arguing that innovation is more visible in municipalities facing greater anticipated demographic decline. However, we also argue for a non‐linear relationship in which too strong and/or too weak expected demographic declines lead to less visible innovation (inverted U‐shape effect). These propositions were tested with a data set of Japanese municipalities and employing a dose–response model. Findings show that anticipated demographic declines directly boost innovation visibility. However, too strong and/or too weak unexpected demographic declines make innovation less visible. Show less
This study examines an association between two important and historical administrative characteristics of civil service systems (i.e., professional and impartial public administration) and national... Show moreThis study examines an association between two important and historical administrative characteristics of civil service systems (i.e., professional and impartial public administration) and national level innovation outputs. Scholars have examined the influence of macrolevel factors, such as the general level of human capital, culture, and social capital, on national rates of innovative activity. However, we still have limited understanding of the relationship between the administrative characteristics of government and national levels of innovative activity in a cross-national setting. This article hypothesizes that countries with highly professional and impartial public administration tend to have higher national level innovation outputs (i.e., knowledge and technology, creative outputs). From utilizing cross-national data from the Quality of Government Institute Expert Survey and Global Innovation Index from over 100 economies, findings show that national levels of innovation outputs are significantly higher in countries that have higher levels of professional and impartial public administration. The results suggest the importance of professional and impartial administration for national level innovative activity. Show less
This paper suggests a new argument to explain gender differences in public management: the “prudent entrepreneur theory.” We hypothesize that male and female public managers have three differences... Show moreThis paper suggests a new argument to explain gender differences in public management: the “prudent entrepreneur theory.” We hypothesize that male and female public managers have three differences in their attitudes towards innovation. Firstly, female managers are more motivated to achieve results – instead of following rules – and to do something useful for society. Secondly, female public managers are open to new ideas and creativity, and more willing to challenge the status quo. Yet, thirdly, female leaders are less eager to take risks when would-be innovations may put their organizations in peril. That is, women in public sector leadership positions are both more entrepreneurial and more prudent. A multilevel analysis – based on the responses by 5,909 senior public managers from 20 countries of the COCOPS Executive Survey on Public Sector Reform and data of national public administrations from the Quality of Government Expert Survey – shows support for these hypotheses. Show less
