Gerhard Hammerschmid
Biographic Data
| ID | 1321606 |
|---|---|
| NAME | Gerhard Hammerschmid |
| GIVEN NAMES | Gerhard |
| FAMILY NAME | Hammerschmid |
| SIGNATURE | HAMMERSCHMID G |
| AFFILIATIONS | Hertie School |
| ORCID | 0000-0003-1321-9223 |
| VERIFIED | Yes |
| TOTAL WORKS | 14 |
| TOTAL CITATIONS | 178 |
| WORKS AS AUTHOR | 13 |
| WORKS AS EDITOR | 1 |
| FIRST PUBLICATION YEAR | 2005 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 7 |
Strategizing and collaborating in the digital transformation of public administration
The purpose of this special issue is to deepen our theoretical understanding and empirical exploration of the interrelations of digital transformation, collaborative governance and how government strategies at multiple levels address and shape these interrelationships. The special issue is based on an open call for papers and also brings together selected research findings from three EU-funded research projects (TROPICO, Co-VAL, and COGOV). All t…
The prevalence of public values in public private partnerships for government digitalisation
A shift in paradigm? Collaborative public administration in the context of national digitalization strategies
Despite claims of a paradigmatic shift toward the increased role of networks and partnerships as a form of governance—driven and enabled by digital technologies—the relation of “Networked Governance” with the pre‐existing paradigms of “Traditional Weberian Public Administration” and “New Public Management” remains relatively unexplored. This research aims at collecting systematic evidence on the dominant paradigms in digitalization reforms in Eur…
Deconstructing complexity
This research deconstructs complexity as a key challenge of intergovernmental digitalisation projects. While much of the literature acknowledges that the fundamental restructuring coupled with technical capacity that these joint projects require leads to increased complexity, little is known about how different types of complexity interact within the collaborative process. Using established concepts of substantive, strategic, and institutional co…
Leadership and institutional design in collaborative government digitalisation
Large-scale government digitalisation projects require collaborative approaches for their successful development and implementation. To shed light on these collaboration dynamics, the interplay between two integral parts of collaborative projects: the project rules, procedures, and structures (collectively known as institutional design) and the leaders managing these projects is studied. In doing so, the paper provides empirically grounded insigh…
New Public Management reforms in Europe and their effects
This article assesses the impact of New Public Management (NPM)-style reforms in European countries as perceived by top public sector officials. Using data from an executive survey conducted in 20 European countries, we look at the relationship between five key NPM reforms (downsizing, agencification, contracting out, customer orientation and flexible employment practices) and four dimensions of public sector performance: cost efficiency, service…
Institutions or Contingencies? A Cross‐Country Analysis of Management Tool Use by Public Sector Executives
Management tools are often argued to ameliorate public service performance. Indeed, evidence has emerged to support positive outcomes related to the use of management tools in a variety of public sector settings. Despite these positive outcomes, there is wide variation in the extent to which public organizations use management tools. Drawing on normative isomorphism and contingency theory, this article investigates the determinants of both organi…
More delegation, more political control? Politicization of senior-level appointments in 18 European countries
This article contributes to the literature on the politicization of appointments to increase political control over public bureaucracies with often substantial managerial and policy autonomy. Using data from a large-scale executive survey from central government ministries and agencies in 18 European countries, the article provides a comprehensive cross-national and cross-organizational analysis of the autonomy-politicization conundrum and the dr…
The Governance of Infrastructure
Infrastructure only tends to be noticed when it is absent, declining, or decrepit, or when enormous cost overruns, time delays, or citizen protests make the headlines. If infrastructure is indeed a fundamental driver of economic growth and social development, why is it so difficult to get right? In addressing this perennial question, this volume-the fourth edition in an annual series tackling different aspects of governance around the world-makes…
Of Bureaucrats and Passionate Public Managers
Over recent decades, a number of managerial reform initiatives in continental Europe have aimed at moving away from the traditional Weberian model of public administration. Such shifting bases of legitimacy are brought about by changes in the institutional logics in place, which not only provide frames of reference but also social identities and vocabularies of motive for the actors in the field. In this article, we approach the expanding researc…
The Degree of Decentralization and Individual Decision Making in Central Government Human Resource Management
This article reports a comparative study of human resource management (HRM) practices in Europe. We focus on the extent to which decision-making authority is decentralized, that is, passed down to management, and individualized in the sense of being in the discretion of a single decision maker. Using these two dimensions, this paper gives a picture of the distinct way HR decision-making practices are organized in Europe: although decentralization…
Public Management Reform
Based on an executive survey this article analyses the extent to which a new managerial logic has replaced traditional administrative values and identity in Austria. We do not find any strong evidence of a new managerial logic but rather modifications, local translations and the emergence of a hybrid identity
Changing Institutional Logics and Executive Identities
In this article, the authors analyze whether and to what extent an "old" administrative orientation is being replaced by a new managerial logic in the Austrian public sector. They illustrate that shifts in institutional logics can be analyzed by the extent to which actors draw on the social identities derived from the competing logics and show that the vocabularies and accounts the actors employ to communicate their identity claims reflect the lo…
New Public Management in Austria
This article tracks public sector reform in Austria with a focus on the influence of New Public Management (NPM) both as label and as specific set of reform ideas. We analyse to what degree current reforms have been influenced and shaped by this widely acclaimed international trend. In this empirical study we combine the different data sources of media coverage, reform documents and public sector executive survey to cover different levels of anal…
Of Bureaucrats and Passionate Public Managers
Over recent decades, a number of managerial reform initiatives in continental Europe have aimed at moving away from the traditional Weberian model of public administration. Such shifting bases of legitimacy are brought about by changes in the institutional logics in place, which not only provide frames of reference but also social identities and vocabularies of motive for the actors in the field. In this article, we approach the expanding researc…
Changing Institutional Logics and Executive Identities
In this article, the authors analyze whether and to what extent an "old" administrative orientation is being replaced by a new managerial logic in the Austrian public sector. They illustrate that shifts in institutional logics can be analyzed by the extent to which actors draw on the social identities derived from the competing logics and show that the vocabularies and accounts the actors employ to communicate their identity claims reflect the lo…
The Degree of Decentralization and Individual Decision Making in Central Government Human Resource Management
This article reports a comparative study of human resource management (HRM) practices in Europe. We focus on the extent to which decision-making authority is decentralized, that is, passed down to management, and individualized in the sense of being in the discretion of a single decision maker. Using these two dimensions, this paper gives a picture of the distinct way HR decision-making practices are organized in Europe: although decentralization…
More delegation, more political control? Politicization of senior-level appointments in 18 European countries
This article contributes to the literature on the politicization of appointments to increase political control over public bureaucracies with often substantial managerial and policy autonomy. Using data from a large-scale executive survey from central government ministries and agencies in 18 European countries, the article provides a comprehensive cross-national and cross-organizational analysis of the autonomy-politicization conundrum and the dr…
New Public Management in Austria
This article tracks public sector reform in Austria with a focus on the influence of New Public Management (NPM) both as label and as specific set of reform ideas. We analyse to what degree current reforms have been influenced and shaped by this widely acclaimed international trend. In this empirical study we combine the different data sources of media coverage, reform documents and public sector executive survey to cover different levels of anal…
New Public Management reforms in Europe and their effects
This article assesses the impact of New Public Management (NPM)-style reforms in European countries as perceived by top public sector officials. Using data from an executive survey conducted in 20 European countries, we look at the relationship between five key NPM reforms (downsizing, agencification, contracting out, customer orientation and flexible employment practices) and four dimensions of public sector performance: cost efficiency, service…
Public Management Reform
Based on an executive survey this article analyses the extent to which a new managerial logic has replaced traditional administrative values and identity in Austria. We do not find any strong evidence of a new managerial logic but rather modifications, local translations and the emergence of a hybrid identity
A shift in paradigm? Collaborative public administration in the context of national digitalization strategies
Despite claims of a paradigmatic shift toward the increased role of networks and partnerships as a form of governance—driven and enabled by digital technologies—the relation of “Networked Governance” with the pre‐existing paradigms of “Traditional Weberian Public Administration” and “New Public Management” remains relatively unexplored. This research aims at collecting systematic evidence on the dominant paradigms in digitalization reforms in Eur…
Leadership and institutional design in collaborative government digitalisation
Large-scale government digitalisation projects require collaborative approaches for their successful development and implementation. To shed light on these collaboration dynamics, the interplay between two integral parts of collaborative projects: the project rules, procedures, and structures (collectively known as institutional design) and the leaders managing these projects is studied. In doing so, the paper provides empirically grounded insigh…
New Public Management in Austria
This article tracks public sector reform in Austria with a focus on the influence of New Public Management (NPM) both as label and as specific set of reform ideas. We analyse to what degree current reforms have been influenced and shaped by this widely acclaimed international trend. In this empirical study we combine the different data sources of media coverage, reform documents and public sector executive survey to cover different levels of anal…
Public Management Reform
Based on an executive survey this article analyses the extent to which a new managerial logic has replaced traditional administrative values and identity in Austria. We do not find any strong evidence of a new managerial logic but rather modifications, local translations and the emergence of a hybrid identity
Changing Institutional Logics and Executive Identities
In this article, the authors analyze whether and to what extent an "old" administrative orientation is being replaced by a new managerial logic in the Austrian public sector. They illustrate that shifts in institutional logics can be analyzed by the extent to which actors draw on the social identities derived from the competing logics and show that the vocabularies and accounts the actors employ to communicate their identity claims reflect the lo…
The Degree of Decentralization and Individual Decision Making in Central Government Human Resource Management
This article reports a comparative study of human resource management (HRM) practices in Europe. We focus on the extent to which decision-making authority is decentralized, that is, passed down to management, and individualized in the sense of being in the discretion of a single decision maker. Using these two dimensions, this paper gives a picture of the distinct way HR decision-making practices are organized in Europe: although decentralization…
Of Bureaucrats and Passionate Public Managers
Over recent decades, a number of managerial reform initiatives in continental Europe have aimed at moving away from the traditional Weberian model of public administration. Such shifting bases of legitimacy are brought about by changes in the institutional logics in place, which not only provide frames of reference but also social identities and vocabularies of motive for the actors in the field. In this article, we approach the expanding researc…
The Governance of Infrastructure
Infrastructure only tends to be noticed when it is absent, declining, or decrepit, or when enormous cost overruns, time delays, or citizen protests make the headlines. If infrastructure is indeed a fundamental driver of economic growth and social development, why is it so difficult to get right? In addressing this perennial question, this volume-the fourth edition in an annual series tackling different aspects of governance around the world-makes…
More delegation, more political control? Politicization of senior-level appointments in 18 European countries
This article contributes to the literature on the politicization of appointments to increase political control over public bureaucracies with often substantial managerial and policy autonomy. Using data from a large-scale executive survey from central government ministries and agencies in 18 European countries, the article provides a comprehensive cross-national and cross-organizational analysis of the autonomy-politicization conundrum and the dr…
New Public Management reforms in Europe and their effects
This article assesses the impact of New Public Management (NPM)-style reforms in European countries as perceived by top public sector officials. Using data from an executive survey conducted in 20 European countries, we look at the relationship between five key NPM reforms (downsizing, agencification, contracting out, customer orientation and flexible employment practices) and four dimensions of public sector performance: cost efficiency, service…
Institutions or Contingencies? A Cross‐Country Analysis of Management Tool Use by Public Sector Executives
Management tools are often argued to ameliorate public service performance. Indeed, evidence has emerged to support positive outcomes related to the use of management tools in a variety of public sector settings. Despite these positive outcomes, there is wide variation in the extent to which public organizations use management tools. Drawing on normative isomorphism and contingency theory, this article investigates the determinants of both organi…
Deconstructing complexity
This research deconstructs complexity as a key challenge of intergovernmental digitalisation projects. While much of the literature acknowledges that the fundamental restructuring coupled with technical capacity that these joint projects require leads to increased complexity, little is known about how different types of complexity interact within the collaborative process. Using established concepts of substantive, strategic, and institutional co…
Leadership and institutional design in collaborative government digitalisation
Large-scale government digitalisation projects require collaborative approaches for their successful development and implementation. To shed light on these collaboration dynamics, the interplay between two integral parts of collaborative projects: the project rules, procedures, and structures (collectively known as institutional design) and the leaders managing these projects is studied. In doing so, the paper provides empirically grounded insigh…
A shift in paradigm? Collaborative public administration in the context of national digitalization strategies
Despite claims of a paradigmatic shift toward the increased role of networks and partnerships as a form of governance—driven and enabled by digital technologies—the relation of “Networked Governance” with the pre‐existing paradigms of “Traditional Weberian Public Administration” and “New Public Management” remains relatively unexplored. This research aims at collecting systematic evidence on the dominant paradigms in digitalization reforms in Eur…
The prevalence of public values in public private partnerships for government digitalisation
Strategizing and collaborating in the digital transformation of public administration
The purpose of this special issue is to deepen our theoretical understanding and empirical exploration of the interrelations of digital transformation, collaborative governance and how government strategies at multiple levels address and shape these interrelationships. The special issue is based on an open call for papers and also brings together selected research findings from three EU-funded research projects (TROPICO, Co-VAL, and COGOV). All t…
Political science (12 works) · Public Policy and Administration Research (10 works) · Public relations (9 works) · Public Administration (8 works) · Business (7 works) · Economics (7 works) · Law (6 works) · Public Administration (6 works) · Public sector (6 works) · Sociology (6 works)