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When story-telling meets transparency in public sector reforms

Bringselius, Louise LU (2013) In [Host publication title missing]
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:
author
organization
publishing date
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
in
[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
2013-11-13 14:30:22
date last changed
2016-04-16 07:11:22
@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]},
  keyword      = {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},
}