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Article
Publication date: 2 May 2022

Wan-Ju Hung and Jiahuan Lu

In recent years, there is a steady increase of studies documenting the emergence of “contracting back-in” in many countries around the world, that is, governments bringing…

188

Abstract

Purpose

In recent years, there is a steady increase of studies documenting the emergence of “contracting back-in” in many countries around the world, that is, governments bringing previously contracted services back in-house and once again relying on public employees to deliver these services. Through a survey of the academic discourse on contracting back-in, this manuscript describes the phenomenon of contracting back-in and discusses its implications for “bringing the state back in”.

Design/methodology/approach

The manuscript conducts a systematic review of existing literature on contracting back-in with a focus on the scope and rationale of contracting back-in.

Findings

The existing literature demonstrates that contracting back-in is often as common as contracting out and can be found in a variety of countries and across different service areas. Existing studies also suggest that contracting back-in is driven by a mix of managerial, political, and environmental factors. The rise of contracting back-in could imply a revival of the administrative state in public governance and a more dynamic, potentially more complicated, system of public service delivery.

Originality/value

The manuscript contributes to the special issue on “bringing the state back in” through the lens of government contracting. It adds a number of implications to the discussion on the emergence of the “new” administrative state and strategies to reinvent it.

Details

International Journal of Public Sector Management, vol. 35 no. 4
Type: Research Article
ISSN: 0951-3558

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Article
Publication date: 22 May 2009

Shin‐Yuan Hung, Charlie C. Chen and Wan‐Ju Lee

Medical errors cause a significant number of deaths. Providing training to medical staff can improve the quality of medical care. Hospitals have traditionally used face‐to‐face…

1546

Abstract

Purpose

Medical errors cause a significant number of deaths. Providing training to medical staff can improve the quality of medical care. Hospitals have traditionally used face‐to‐face modality to train staff but they are beginning to adopt e‐learning systems that can easily deliver training at work or to other convenient locations. The purpose of this paper is to investigate factors leading to e‐learning adoption in hospitals.

Design/methodology/approach

A framework of factors leading to the adoption decision of e‐learning systems is first proposed. Survey data are collected to empirically test the proposed framework. The samples consist of senior executives and managers in hospitals.

Findings

It is found that three factors including managerial, organizational, and technological exhibit significant influences on the adoption decision. One novel result is that the organizational variable of hospital specialization significantly influences the decision to adopt e‐learning systems.

Research limitations/implications

This study is one of the first to propose a model of adoption of e‐learning specifically in the context of hospitals. Limitations and strengths of the study and possible future research direction are also discussed.

Practical implications

From a practitioner's standpoint, the results of this study can help hospital administrators to accelerate the adoption of e‐learning systems.

Originality/value

This study is one of the first to propose a model of adoption of e‐learning specifically in the context of hospitals. It is expected that the model developed can assist to further understand the e‐learning adoption in hospitals.

Details

Journal of Organizational Change Management, vol. 22 no. 3
Type: Research Article
ISSN: 0953-4814

Keywords

Available. Content available
Article
Publication date: 22 May 2009

Slawek Magala

363

Abstract

Details

Journal of Organizational Change Management, vol. 22 no. 3
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 8 February 2016

David M. Boje and David Perez

Professor Slawomir Magala is a full professor of Cross-Management at the Department of Organization and Personnel Management in Rotterdam School of Management (RSM), Erasmus…

474

Abstract

Purpose

Professor Slawomir Magala is a full professor of Cross-Management at the Department of Organization and Personnel Management in Rotterdam School of Management (RSM), Erasmus University (RSM, 2015). His education stems from Poland, Germany and the USA, and has taught and conducted research in China, Egypt, Kazakhstan, Croatia, Estonia, the United Kingdom and Namibia. He is a former Chair for Cross-Cultural Management at RSM and has achieved many things, from being editor-in-chief of the Journal of Organizational Change Management (JOCM), to receiving the Erasmus Research Institute in Management (ERIM) Book Award (2010), for The Management of Meaning in Organizations (Routledge, 2009). It has received honors for being the best book in one of the domains of management research. It was selected by an academic committee, consisting of the Scientific Directors of CentER (Tilburg University), METEOR (University of Maastricht) and SOM (University of Groningen). All these research schools are accredited by the Royal Netherlands Academy of Arts and Sciences (KNAW). The paper aims to discuss this issue.

Design/methodology/approach

This is a review of Professor Slawomir Magala’s contributions as editor of Journal of Organizational Change Management.

Findings

Slawomir (Slawek) Magala will be known for many contributions to social, organizational, managerial research, and it will be remembered that he has created a great legacy in the field of cross-cultural competence and communication on processes of sense making in professional bureaucracies. He has authored and co-authored many publications including articles, books, professional publications, book contributions and other outputs, and is an established professor of cross-cultural management at the Department of Organization and Personnel Management in RSM, Erasmus University. He will be known for his work as editor of Qualitative Sociology Review, and one of the founding members of the Association for Cross-Cultural Competence in Management, not to mention the Journal of Organizational Change Management. Many of his articles have appeared regularly in leading refereed journals, such as the European Journal of International Management, Public Policy, Critical Perspectives on International Business and Human Resources Development International. His greatest legacy is in the field of cross-cultural management, but branches out to many other management studies.

Research limitations/implications

The research is limited to his work in capacity of editor of Journal of Organizational Change Management.

Practical implications

This review provides a guide for positive role model of an excellent editorship of a journal.

Social implications

Magala’s legacy acknowledges this research and its power to create numerous papers and attract a lot of attention (Flory and Magala, 2014). Because of these conferences, these empirical findings have led to disseminating the conference findings with JOCM (Flory and Magala, 2014). According to them, narrative research has become a respectable research method, but they also feel that it is still burdened with a lot of controversies on with difficulties linked to applying it across different disciplines (Flory and Magala, 2014).

Originality/value

The review covers the creative accomplishment of Professor Magala as editor.

Details

Journal of Organizational Change Management, vol. 29 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

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