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Article
Publication date: 9 April 2019

Mikael Hellström and Ulf Ramberg

The purpose of this paper is to address the perceptions senior public leaders in local government have regarding the need for business intelligence and their perceptions of the…

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Abstract

Purpose

The purpose of this paper is to address the perceptions senior public leaders in local government have regarding the need for business intelligence and their perceptions of the extent to which their organizations are capable of effectively assimilating business intelligence.

Design/methodology/approach

The data are from a survey on local governments’ need for and capability to use business intelligence, with a response rate of 50.5 percent, and semi-structured interviews. The survey method originates from private sector research but is adapted to local government conditions in Sweden.

Findings

The leaders’ perceptions about the need for business intelligence were fragmented. Their perceptions regarding its use were even more fragmented, both between different municipalities and within municipalities.

Research limitations/implications

The survey is adapted to local government conditions in Sweden and may need further changes to fit other settings. The adaptation and renewal of questions can lead to summation errors in relation to the original survey.

Practical implications

The paper highlights some of the strategic areas where senior public leaders need to advance their business intelligence and prioritize specific organizational capabilities. The dominant logic, enhancing an inward-looking approach, seems to prevent a more thoroughgoing business analysis.

Originality/value

The adaptation of a method that is mainly used in the private sector can give new perspectives to senior public leaders regarding the need for and use of business intelligence and can help them identify the factors that can affect the complexity and volatility in local government settings.

Details

International Journal of Public Leadership, vol. 15 no. 2
Type: Research Article
ISSN: 2056-4929

Keywords

Available. Open Access. Open Access
Article
Publication date: 26 September 2024

Bo Bergman, Bengt Klefsjö and Lars Sörqvist

The aim of this paper is to investigate the development of the quality movement in Sweden since the mid-20th century. The authors are convinced that a summary of the Swedish…

349

Abstract

Purpose

The aim of this paper is to investigate the development of the quality movement in Sweden since the mid-20th century. The authors are convinced that a summary of the Swedish quality journey so far will offer important lessons for further quality improvements in Sweden and elsewhere.

Design/methodology/approach

The authors study how the quality movement has been included in the industrial agenda and how it has been adopted in student curricula and in research. The authors have a focus on how business leaders have learnt, adopted, adapted and innovated with respect to quality development. often in collaboration with academia.

Findings

Although the quality movement has fit well with the Swedish culture and that successful corporate leaders have successfully used the specific cultural characteristics there is still a lot to be learnt with respect to the public sector, where the ideas from the quality movement have problem to overcome institutional barriers.

Research limitations/implications

The study is limited to the Swedish context.

Practical implications

There is a serious need to revitalize the public sector by getting leaders and politicians to understand the need for systematic quality improvement.

Social implications

If future Swedish achievements with respect to healthcare and other social welfare elements are to once again become world-class, the public sector needs to be open-minded and collaborate with the industrial sector and academia to find cost-effective strategies for making quality improvements. However, the private sector must also be alert not to be overtaken by some highly active Asian countries.

Originality/value

Swedish large companies have been very successful in applying quality leadership – however, in the public sector, this has not been the case. Suggestions for improvement are made.

Details

International Journal of Lean Six Sigma, vol. 15 no. 6
Type: Research Article
ISSN: 2040-4166

Keywords

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