The Public and Non-Profit Management SIG aims at providing an authoritative and internationally focused forum to discuss major developments in the area of governance and management of public interest. Such focus allows embracing all organisations that operate for the benefit of the community, be they public or private. Key issues include network management, performance management, organisation and HRM, social innovation, social responsibility, accounting and accountability, marketing and fundraising, leadership. We especially welcome topic proposals focusing on collaborative governance (networks and co- production), social innovation, management of hybrid organisations and the creation of public value at the intersection between public and private domains. We encourage envisioning topics and symposia proposals that could be managed in partnership with another SIG.
SIG OFFICERS (2021-2022):
Andrea Bonomi Savignon (University of Rome Tor Vergata, IT) bonomi.savignon@economia.uniroma2.it SIG Chair
Stephen O’Connor (University of Alabama at Birmingham, USA) sjo@uab.edu SIG Co-Chair for Healthcare Management
Reto Steiner (ZHAW School of Management and Law, CH) reto.steiner@ipm.swiss SIG Co-Chair for the General Track
Riccardo Mussari (University of Siena, IT) riccardo.mussari@unisi.it SIG Co-Chair for Scientific Quality
Filippo Giordano (LUMSA University, IT) SIG Programme Chair, f.giordano@lumsa.it SIG Programme Chair
Silvana Secinaro (University of Turin), silvana.secinaro@unito.it SIG Communications Officer
GT11_00 Public and Non-Profit Management General Track
The track chairs welcome papers dealing with the multiplicity of governance arrangements promoting the public interest. These have endured a shift from the traditional Weberian public administration to forms emulating business models, to public governance hybrid solutions based on collaboration and co-production, also increasingly leveraging on digitalization. The public sector has become more fragmented and multifaceted, while the shift in expectations by citizens make them now keener to engage in policy-making and service delivery. The PNPM general track aims at gathering and promoting confrontation between engaged scholars investigating the role of public and no-profit management for the pursuit of public interest.
UN Sustainable Development Goals (SDG):
Goal 1: No poverty, Goal 3: Good health and well-being for people, Goal 4: Quality education, Goal 8: Decent work and economic growth, Goal 9: Industry, Innovation, and Infrastructure, Goal 10: Reducing inequalities, Goal 11: Sustainable cities and communities, Goal 13: Climate action, Goal 16: Peace, justice and strong institutions, Goal 17: Partnerships for the goals
Andrea Bonomi Savignon, University of Rome Tor Vergata, bonomi.savignon@economia.uniroma2.it
PUBLIC MANAGEMENT & NON-PROFIT MANAGEMENT SIG STANDING TRACKS
ST11_01 – Accounting, Accountability and Sustainability in Public and Nonprofit
UN Sustainable Development Goals (SDG):
Goal 3: Good health and well-being for people, Goal 10: Reducing inequalities, Goal 11: Sustainable cities and communities, Goal 16: Peace, justice and strong institutions, Goal 17: Partnerships for the goals
Filippo Giordano , LUMSA University, f.giordano@lumsa.it
ST11_02 – Healthcare Management Research
This standing track seeks to facilitate sharing of research concerning the health of the population and of the ways to organize healthcare services more effectively and efficiently. Studies of cooperative strategies of hospital networks, physician referral practices, public and private partnerships, and other efforts that improve outcomes are encouraged. Papers on patient safety and satisfaction, workforce issues including quality of work life and employee satisfaction, evidence-based management decision making, innovative practices, and efficient reallocation of health services are welcome. Submissions may include conceptual papers as well as qualitative and empirical studies.
UN Sustainable Development Goals (SDG):
Goal 3: Good health and well-being for people, Goal 4: Quality education, Goal 5: Gender equality, Goal 10: Reducing inequalities, Goal 16: Peace, justice and strong institutions, Goal 17: Partnerships for the goals
Stephen O’Connor (University of Alabama at Birmingham, USA) sjo@uab.edu
ST11_03 – Sustainability in Hybrid Settings
Managing culture, heritage and tourism is a particularly complex task, cutting across institutional levels, management styles, and organizational cultures, especially with the recent technological and institutional transformations (e.g. from hierarchical to network governance, AI, internet-of-things, and big data). Adding further to this complexity, the Covid-19 pandemic has severely challenged the tourism and the artistic and cultural sectors, in particular the performing arts sectors. This Standing Track aims to investigate how management scholars can learn from this setting, and to contribute to a thriving artistic, cultural and tourism management in our cities, regions and nations, particularly during the current difficult moment.
UN Sustainable Development Goals (SDG):
Lorenzo Mizzau , Università di Genova, lorenzo.mizzau@economia.unige.it
PUBLIC MANAGEMENT & NON-PROFIT MANAGEMENT SIG TRACKS
T11_04 E-government and Public Digital Transformation
In recent years, the role of digital transformation in public sector has caught strong attention by scholars in the public management field. Still, the managerial challenges faced to manage the complex dynamics that shape the entanglements between digital technologies and public services production and provision are yet to be fully explained. Literature is fragmented, and the theoretical grounds for the study of these dynamics are far from being commonly accepted and established. This track aims at providing an open, inclusive and rigorous forum to advance knowledge on the dynamics, drivers and barriers behind public digital transformation.
UN Sustainable Development Goals (SDG):
Goal 8: Decent work and economic growth, Goal 9: Industry, Innovation, and Infrastructure, Goal 16: Peace, justice and strong institutions
Andrea Bonomi Savignon , University of Rome Tor Vergata, bonomi.savignon@economia.uniroma2.it