Ulrik Hvidman
Datos Biográficos
| ID | 4385187 |
|---|---|
| NOMBRE | Ulrik Hvidman |
| NOMBRES | Ulrik |
| APELLIDO | Hvidman |
| FIRMA | HVIDMAN U |
| AFILIACIONES | Aarhus University |
| VERIFICADO | No |
| TOTAL DE OBRAS | 8 |
| TOTAL DE CITAS | 88 |
| TOTAL COMO AUTOR | 8 |
| TOTAL COMO EDITOR | 0 |
| PRIMER AÑO DE PUBLICACIÓN | 2014 |
| AÑO MÁS RECIENTE DE PUBLICACIÓN | 2025 |
| ÍNDICE H | 3 |
Overshooting and Adjustment
Incentives have become central to public sector management. We propose that public organizations' responses to incentives can exceed policymakers' intentions due to complex governance structures and high operational uncertainty. Through an empirical study, we examine short‐ and long‐term impacts of a policy that gave local governments high‐powered, sanction‐based incentives to restrain costs. The incentives reduced government spending, but also t…
Performance-based accountability systems at the organizational level
Public organizations have widely adopted performance measurement practices that carry significant consequences for both organizations and their employees. This article proposes that the design of these performance-based accountability systems plays a crucial role in shaping organizational performance. First, we develop a typology of performance-based accountability systems, proposing that strong incentives aimed at the organization, rather than t…
Grades and Employer Learning
We identify the labor market returns to university grade point average (GPA) by leveraging a nationwide change in the scaling of grades in Danish universities. Our results show that a reform-induced increase in GPA that is unrelated to ability causes higher earnings immediately after graduation, but the effect fades in subsequent years. The effect at labor market entry is largest for individuals with fewer alternative signals. Although employers …
Quasi-Market Competition in Public Service Provision
Quasi-markets that introduce choice and competition between public service providers are intended to improve quality and efficiency. This article demonstrates that quasi-market competition may also affect the distribution of users. First, we develop a simple theoretical framework that distinguishes between user sorting and cream-skimming as mechanisms through which quasi-markets may lead to high-ability users becoming more concentrated among one …
Can Reminders and Incentives Improve Implementation Within Government? Evidence from a Field Experiment
Existing research demonstrates how governments can use insights from behavioral science to design policy and alter residents’ behavior. This article proposes that the effect of behavioral interventions may be different in hierarchical organizations where the decision to change behavior and the execution of that decision are split between different individuals. We examine the effect of two small-scale interventions—personal reminders and financial…
Citizens’ Evaluations of the Public Sector
The performance of public sector agencies constitutes a longstanding concern in both policy and academia. Recent research suggests that citizens associate the public sector with ineffectiveness and wastefulness. This article approaches this debate by examining how citizens' perception of whether an organization is public or not affects their performance assessment. The study is based on two large-scale experiments conducted among representative s…
Perceptions of Public and Private Performance
Media, politicians, and reform proponents frequently assert that public sector organizations are inefficient and burdened by administrative procedures. But are negative stereotypes of the public sector reflected in people's perceptions of public service provision? Given the methodological challenges of isolating the perception of publicness from other factors related to public organizations, little is known about whether public organizations have…
Impact of Performance Management in Public and Private Organizations
Recent theoretical developments suggest that management actions have different impacts on outcomes in public and private organizations. This proposition is important to public organizations’ widespread import of private sector management tools such as performance management. This article examines how performance management influences performance outcomes in otherwise similar public and private organizations. Showing that the factors expected to d…
Citizens’ Evaluations of the Public Sector
The performance of public sector agencies constitutes a longstanding concern in both policy and academia. Recent research suggests that citizens associate the public sector with ineffectiveness and wastefulness. This article approaches this debate by examining how citizens' perception of whether an organization is public or not affects their performance assessment. The study is based on two large-scale experiments conducted among representative s…
Impact of Performance Management in Public and Private Organizations
Recent theoretical developments suggest that management actions have different impacts on outcomes in public and private organizations. This proposition is important to public organizations’ widespread import of private sector management tools such as performance management. This article examines how performance management influences performance outcomes in otherwise similar public and private organizations. Showing that the factors expected to d…
Quasi-Market Competition in Public Service Provision
Quasi-markets that introduce choice and competition between public service providers are intended to improve quality and efficiency. This article demonstrates that quasi-market competition may also affect the distribution of users. First, we develop a simple theoretical framework that distinguishes between user sorting and cream-skimming as mechanisms through which quasi-markets may lead to high-ability users becoming more concentrated among one …
Performance-based accountability systems at the organizational level
Public organizations have widely adopted performance measurement practices that carry significant consequences for both organizations and their employees. This article proposes that the design of these performance-based accountability systems plays a crucial role in shaping organizational performance. First, we develop a typology of performance-based accountability systems, proposing that strong incentives aimed at the organization, rather than t…
Can Reminders and Incentives Improve Implementation Within Government? Evidence from a Field Experiment
Existing research demonstrates how governments can use insights from behavioral science to design policy and alter residents’ behavior. This article proposes that the effect of behavioral interventions may be different in hierarchical organizations where the decision to change behavior and the execution of that decision are split between different individuals. We examine the effect of two small-scale interventions—personal reminders and financial…
Impact of Performance Management in Public and Private Organizations
Recent theoretical developments suggest that management actions have different impacts on outcomes in public and private organizations. This proposition is important to public organizations’ widespread import of private sector management tools such as performance management. This article examines how performance management influences performance outcomes in otherwise similar public and private organizations. Showing that the factors expected to d…
Perceptions of Public and Private Performance
Media, politicians, and reform proponents frequently assert that public sector organizations are inefficient and burdened by administrative procedures. But are negative stereotypes of the public sector reflected in people's perceptions of public service provision? Given the methodological challenges of isolating the perception of publicness from other factors related to public organizations, little is known about whether public organizations have…
Citizens’ Evaluations of the Public Sector
The performance of public sector agencies constitutes a longstanding concern in both policy and academia. Recent research suggests that citizens associate the public sector with ineffectiveness and wastefulness. This article approaches this debate by examining how citizens' perception of whether an organization is public or not affects their performance assessment. The study is based on two large-scale experiments conducted among representative s…
Can Reminders and Incentives Improve Implementation Within Government? Evidence from a Field Experiment
Existing research demonstrates how governments can use insights from behavioral science to design policy and alter residents’ behavior. This article proposes that the effect of behavioral interventions may be different in hierarchical organizations where the decision to change behavior and the execution of that decision are split between different individuals. We examine the effect of two small-scale interventions—personal reminders and financial…
Quasi-Market Competition in Public Service Provision
Quasi-markets that introduce choice and competition between public service providers are intended to improve quality and efficiency. This article demonstrates that quasi-market competition may also affect the distribution of users. First, we develop a simple theoretical framework that distinguishes between user sorting and cream-skimming as mechanisms through which quasi-markets may lead to high-ability users becoming more concentrated among one …
Grades and Employer Learning
We identify the labor market returns to university grade point average (GPA) by leveraging a nationwide change in the scaling of grades in Danish universities. Our results show that a reform-induced increase in GPA that is unrelated to ability causes higher earnings immediately after graduation, but the effect fades in subsequent years. The effect at labor market entry is largest for individuals with fewer alternative signals. Although employers …
Overshooting and Adjustment
Incentives have become central to public sector management. We propose that public organizations' responses to incentives can exceed policymakers' intentions due to complex governance structures and high operational uncertainty. Through an empirical study, we examine short‐ and long‐term impacts of a policy that gave local governments high‐powered, sanction‐based incentives to restrain costs. The incentives reduced government spending, but also t…
Performance-based accountability systems at the organizational level
Public organizations have widely adopted performance measurement practices that carry significant consequences for both organizations and their employees. This article proposes that the design of these performance-based accountability systems plays a crucial role in shaping organizational performance. First, we develop a typology of performance-based accountability systems, proposing that strong incentives aimed at the organization, rather than t…
Business (6 obras) · Economics (5 obras) · Political science (5 obras) · Public Policy and Administration Research (5 obras) · Public Administration (4 obras) · Public relations (4 obras) · Fiscal Policy and Economic Growth (3 obras) · Nonprofit Sector and Volunteering (3 obras) · Public economics (3 obras) · Accounting and Organizational Management (2 obras)