Comparing Public and Private Sector Decision-Making Practices
Bibliographic Data
| ID | 6294334 |
|---|---|
| Authors | Paul C Nutt (The Ohio State University, corresponding author) |
| Year | 2006 |
| Volume | 16 |
| Issue | 2 |
| Pages | 289-318 |
| Publication date | 2006-04-01 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | Journal of Public Administration Research and Theory (JOURNAL) |
| Journal identifiers | ISSN: 1053-1858 • E-ISSN: 1477-9803 |
| Publisher | Oxford University Press (OUP) (PUBLISHER) |
| DOI | 10.1093/jopart/mui041 |
| OpenAlex | W2150363226 |
| Language | EN |
| Citations received | 52 |
| References cited | 44 |
Public and private sector decision making is studied with an experiment. The study compares decision making in a tax-supported general purpose governmental agency with that done by a business firm selling to a market, using a simulation to capture differences in the preferences and practices of mid-level managers working in the two sectors. The simulation calls for participating managers to assess the risk and prospect of adopting budgets tailored to match each sector. A cognitive culture that stresses analysis, speculation, bargaining, or networking is employed to fashion a budget appropriate for a public and a private sector organization, each with a controversial and a noncontroversial budget amount. The literature on public/private differences was consulted to make predictions, suggesting that public sector managers would favor bargaining and networking and private sector managers would favor analysis and speculation. The cognitive style literature suggests that managers favor budgets constructed with an approach that is consistent with their preferred cognitive style and see less risk in the choice, except in a public setting where risk would be unaffected. The study finds that private sector managers are more apt to support budget decisions made with analysis and less likely to support them when bargaining is applied. Public sector managers are less likely to support budget decisions backed by analysis and more likely to support those that are derived from bargaining with agency people
Agency (philosophy · Business · Economic growth · Economics · Economy · Political science · Private sector · Public economics · Public relations · Public sector · Speculation · Accounting and Organizational Management · Decision-Making and Behavioral Economics · Public Policy and Administration Research · Finance · Marketing
Striking multiple balances in cross-sector collaborations
Public Sector Negotiations
Strategic Decision Making in Arts Organizations
Sector-Specific Associations, Trust, and Survival of PPPs
In between
Satisficing or maximizing in public–private partnerships? A laboratory experiment on strategic bargaining
Publicness and micro-level risk behaviour
Classification of individual managers' systems thinking skills based on different organizational ownership structures
Re‐examining the link between collaborative interorganisational relationships and synergistic outcomes in public–private partnerships
Preferences for Intuition and Deliberation in Decision-Making in the Public Sector
Ethical Dilemmas and Paradoxical Tensions in Decision-Making
When autonomy backfires or succeeds
Alleviating or aggravating? How patronage ties moderate the impacts of performance feedback on data manipulation in public performance management
Environmental planning and hollowed governments
Tensiones y Proyecciones en la Modernización de la Gestión Pública
Envy and Counterproductive Work Behavior
A Systematic Review of Collaboration and Network Research in the Public Affairs Literature
Disruptions in strategic infrastructure planning – What do they mean for sustainable development
The role of public sector policy in sustainable energy efficiency
A behavioural model of managerial performance information use
Contextualizing corporate entrepreneurship theory
Public–Private Distinction Through the Prism of a Higher Education Law
You can't make this a science!” — Analyzing decision support systems in political contexts
Interactions among factors influencing knowledge management in public-sector organizations
Value Solidity in Government and Business
Management Impact on Performance in Public, Nonprofit, and For-Profit Organizations
What Drives the Attractiveness of Public and Private Employers? Comparative Evidence From an Online Employer Review Platform
El cambio estratégico en las empresas públicas desde la perspectiva directiva. Estudio de las televisiones regionales en España
State Budgetary Outcomes
Pioneers across war zones
Stimulating Entrepreneurial Practices in the Public Sector
Public Service Values
Double standards? How historical and political aspiration levels guide managerial performance information use
Strengthening the Link Between Performance Measurement and Decision Making
The Order of Questions in a Survey on Citizen Satisfaction With Public Services
This Article Has Been Retracted
Factors Influencing the Use of Performance Information for Decision Making in Australian State Agencies
Do Employees Behave Differently In Public- Vs Private-Sector Organizations
Network Embeddedness and Public Agency Performance
Enhancing or attenuating? How patronage ties moderate the impact of performance feedback on performance improvement in the public sector
Leader empowering and upper echelons decision‐making
Economic models as devices of policy change
Public versus Private Managers
Aligning Ideologies and Institutions
Performance Gaps and Managerial Decisions
Managing Diversity Differently
Power-Influence in Decision Making, Competence Utilization, and Organizational Culture in Public Organizations
Integrative Publicness
Goal Clarity, Task Significance, and Performance
Parsing Public/Private Differences in Work Motivation and Performance
Local public corporate responsibility
Ethics and the Evolving Public Funds Investment Decision Effectiveness
The Myers-Briggs Type Indicator
Behavioral Decision Theory
Strategy-Making in Three Modes
Influences of Context and Process on Project Planning Success
The Political Economy of Public Organizations
Decision Making in Public and Private Organizations
Organizational Design
Comparing Public and Private Organizations
Management Information Systems in Public and Private Organizations
Organizational Publicness And Its Implications For Strategic Management
Public-Private Differences and the Assessment of Alternatives for Decision Making
Availability
The Role of Ceremonials in Organizational Behavior
| Unique citing works | 52 |
|---|---|
| Citations per year | 2,74 |
| Citation span | 2007 - 2026 (20) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 51 |