When story-telling meets transparency in public sector reforms
(2013)- Abstract
- Story-telling is increasingly accepted as a management strategy aiming to build commitment to, and acceptance for, ideas, brands and organizations. But what happens when story-telling meets transparency demands in public sector reform? This topic is explored in this paper. It builds on a case study of a major public sector reform, including the merger of two hospitals in the south of Sweden. The study shows how the performance accounts of managers and physicians differ strongly, and a number of hypotheses are presented to explain the deviance. One possible explanation is that story-telling us used for blame-avoidance. This way, however, democracy is weakened, as citizens are provided with biased accounts. This problem, this paper argues,... (More)
- Story-telling is increasingly accepted as a management strategy aiming to build commitment to, and acceptance for, ideas, brands and organizations. But what happens when story-telling meets transparency demands in public sector reform? This topic is explored in this paper. It builds on a case study of a major public sector reform, including the merger of two hospitals in the south of Sweden. The study shows how the performance accounts of managers and physicians differ strongly, and a number of hypotheses are presented to explain the deviance. One possible explanation is that story-telling us used for blame-avoidance. This way, however, democracy is weakened, as citizens are provided with biased accounts. This problem, this paper argues, is one of the key questions for the future, in the public management and public administration literatures. (Less)
Please use this url to cite or link to this publication:
https://lup.lub.lu.se/record/4147149
- author
- Bringselius, Louise LU
- organization
- publishing date
- 2013
- type
- Chapter in Book/Report/Conference proceeding
- publication status
- published
- subject
- keywords
- Story-telling, brand management, transparency, public management, performance evaluation, blame-avoidance, health care management
- host publication
- [Host publication title missing]
- publisher
- FEKIS (Företagsekonomiska ämneskonferensen / Swedish Academy of Business and Management)
- language
- English
- LU publication?
- yes
- id
- 31c4ca8f-a702-44b5-82bd-ebe7a7cc5b3e (old id 4147149)
- date added to LUP
- 2016-04-04 09:52:22
- date last changed
- 2018-11-21 20:55:29
@inproceedings{31c4ca8f-a702-44b5-82bd-ebe7a7cc5b3e,
abstract = {{Story-telling is increasingly accepted as a management strategy aiming to build commitment to, and acceptance for, ideas, brands and organizations. But what happens when story-telling meets transparency demands in public sector reform? This topic is explored in this paper. It builds on a case study of a major public sector reform, including the merger of two hospitals in the south of Sweden. The study shows how the performance accounts of managers and physicians differ strongly, and a number of hypotheses are presented to explain the deviance. One possible explanation is that story-telling us used for blame-avoidance. This way, however, democracy is weakened, as citizens are provided with biased accounts. This problem, this paper argues, is one of the key questions for the future, in the public management and public administration literatures.}},
author = {{Bringselius, Louise}},
booktitle = {{[Host publication title missing]}},
keywords = {{Story-telling; brand management; transparency; public management; performance evaluation; blame-avoidance; health care management}},
language = {{eng}},
publisher = {{FEKIS (Företagsekonomiska ämneskonferensen / Swedish Academy of Business and Management)}},
title = {{When story-telling meets transparency in public sector reforms}},
year = {{2013}},
}