International Public Management Review http://www.ipmr.net/index.php/ipmr <p><em><strong><span style="font-family: Verdana; font-size: small;">THE NUMBER ONE FREE ACCESS JOURNAL IN PUBLIC MANAGEMENT AND GOVERNANCE</span></strong></em></p><p> </p><p><span style="font-family: Verdana; font-size: small;">The International Public Management Review (IPMR) is the electronic journal of the </span><a href="http://www.ipmn.net/" target="_new"><span style="font-family: Verdana; font-size: small;">International Public Management Network (IPMN)</span></a><span style="font-family: Verdana; font-size: small;">.</span></p> en-US International Public Management Review 1662-1387 <p>Authors who publish with this journal agree to the following terms:</p><p>1. Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a <a href="http://creativecommons.org/licenses/by-nc-nd/3.0/">Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License</a> that allows others to share the work for non-commercial use with an acknowledgement of the work's authorship and initial publication in this journal.<br /><br />2. Authors and IPMR are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository, distribute it via EBSCO, or publish it in a book), with an acknowledgement of its initial publication in this journal.</p> Why do we need strategy in public management? Institutional logics as strategic resources in public management http://www.ipmr.net/index.php/ipmr/article/view/423 <p>Strategy has become an essential of public management. Research shows that there are many different approaches to this; however, research has not explored the strategic resources that different approaches provide. This paper contributes to this field of research by applying neo-institutional theory and paradox theory to strategy in public management.</p><p>Institutional logics form socially constructed patterns of cultural and material practices by which managers define interests and asks and provide meaning to their daily activity. Institutional logics thus accommodate strategic behaviour when managers – and other strategic actors – respond to institutional pressures and expectations.</p><p>We show that Public administration, Professional Leadership, New Public Management and New Public Governance offer different configurations of strategy in the public sector, i.e. different reasons and resources for doing strategy, which provide public management with different strategic foci, goals and practices. To explore strategy in public management, the institutional logics should be analysed together with an emphasis on the dynamic interaction between them in order to understand how the strategic resources of a particular institutional logic are applied and legitimized as responses to the flaws of other institutional logics.</p> Christian Tang Lystbaek Jens Holmgrem Ole Friis Copyright (c) 2021-08-12 2021-08-12 21 2 1 17 A Meta-Analysis of Smart City Research and Its Future Research Implications http://www.ipmr.net/index.php/ipmr/article/view/401 <p>The aspired potentials of the "Smart City" (SC) and its deficits in practice are essential reasons why the subject is assigned to a rapidly growing body of literature. This situation requires a specific review of the literature summarizing the research efforts to date into research branches and topics, unifying essential basic concepts and thus forming a solid basis for futher research. The present study first derives a basic structure of research by an analysis of the available literature reviews. Subsequently, a systematic examination of SC literature by means of an EBSCO data query identifies the current research topics and compiles a comprehensive view of the research topics. The present study is therefore not only of interest for scientific use, but also offers practitioners an overview of the various sub-areas of a SC, as well as of the currently available findings and experiences in relation to the implementation of SC (sub-)projects.</p> Bernd W. Wirtz Wilhelm M. Müller Copyright (c) 2021-08-13 2021-08-13 21 2 18 39 Continuation of public service by other means: the post-military careers of Singapore’s military elites http://www.ipmr.net/index.php/ipmr/article/view/437 <p>This article is an intrinsic case study of the bureaucratic elites in Singapore, specifically on the military elites’ post-retirement career patterns. Using original data, this article empirically illustrates that around half of the military elites transitioned to the public sector (and even more if government-linked corporations and entities are included). Through interviews with retired military elites, the transition process is detailed. Drawing upon publicly available sources, this article suggests that this phenomenon can be attributed broadly into two categories: historical institutionalism and sociological reasons. There is a lack of notional distinction between Singapore’s civilian leadership and military leadership, with the military seen as just another avenue to nurture public leaders. Moreover, the notions of ‘scarcity of talent’ and the ‘universal applicability of talent’ are prevalent. It is under such an environment that many military elites continue their public service by other means after retirement.</p> Paul Seen Ng Copyright (c) 2021-08-12 2021-08-12 21 2 40 78 The Application of Activity Based Costing For Data Analysis in Correctional Practice http://www.ipmr.net/index.php/ipmr/article/view/360 This paper develops an Activity Based Costing (ABC) model that shows how big<br />data can be used in an integrated method to holistically and systematically manage the<br />financial and operational aspects of a jail or prison system. By linking financial and accounting<br />resources to activities or processes, and activities to cost objects, benchmarking<br />comparisons using costs drivers and performance measures can be made across<br />different entities. The ABC model can be used for a wide variety of reasons, including<br />process analysis, management and budget control, cost reductions, safety improvements,<br />team performance, quality control and productivity. Ivan Pitt Copyright (c) 2022 International Public Management Review 2022-04-12 2022-04-12 21 2 100 117 GOVERNMENT BUDGETING AND EXPENDITURE MANAGEMENT: PRINCIPLES AND INTERNATIONAL PRACTICE, BY SALVATORE SCHIAVO-CAMPO, NEW YORK, NY: ROUTLEDGE. 2017. http://www.ipmr.net/index.php/ipmr/article/view/449 Clay G. Wescott Copyright (c) 2021-08-12 2021-08-12 21 2 79 81 Electing Forty-Five http://www.ipmr.net/index.php/ipmr/article/view/451 Clay G. Wescott Copyright (c) 2021-08-12 2021-08-12 21 2 82 90 EFFECTIVE GOVERNANCE UNDER ANARCHY: INSTITUTIONS, LEGITIMACY, AND SOCIAL TRUST IN AREAS OF LIMITED STATEHOOD, BY TANJA A. BEORZEL, THOMAS RISSE (CONTRIBUTOR), CAMBRIDGE, UK: CAMBRIDGE UNIVERSITY PRESS, 2020 http://www.ipmr.net/index.php/ipmr/article/view/453 Clay G. Wescott Copyright (c) 2021-08-12 2021-08-12 21 2 91 93 CONSTRAINING DICTATORSHIP: FROM PERSONALIZED RULE TO INSTITUTIONALIZED REGIMES, BY ANNE MENG, CAMBRIDGE, UK: CAMBRIDGE UNIVERSITY PRESS, 2020 http://www.ipmr.net/index.php/ipmr/article/view/455 Clay G. Wescott Copyright (c) 2021-08-12 2021-08-12 21 2 94 96 THE DECLINE AND RISE OF DEMOCRACY: A GLOBAL HISTORY FROM ANTIQUITY TO TODAY, BY DAVID STASAVAGE, PRINCETON, NJ: PRINCETON UNIVERSITY PRESS, 2020 http://www.ipmr.net/index.php/ipmr/article/view/457 Clay G. Wescott Copyright (c) 2021-08-12 2021-08-12 21 2 97 99