Paolo D'Anselmi – författare

Public Administration is often below the Social Responsibility literature radar, thus leaving an important gap. The purpose of this book is to fill this gap and boost research on the field of social responsibility of Public Administration. Public Administration has many roles in modern societies. From transparency of internal data and social performance reporting to digitalization, tackling climate change, enhancing economic growth, fostering institutions and mitigating inequality, we need a responsible Public Administration. This collection is an effort to clarify what we mean by social responsibility, why it is elusive in the literature, how we can measure it, and how much of it is applicable to public administration.Divided into three logical sections, the contributions explore theory and provide sectoral analyses and country cases, including a global overview of social responsibility in public administration. With an emphasis on practice and case studies, this volume will be of interest to scholars and students in schools of public administration and business, and in courses of corporate social responsibility, sustainability, public management and ethics. This book provides a novel look at the basic ideas of Social Responsibility and three models for the social responsibility of public administration.

Public Administration is often below the Social Responsibility literature radar, thus leaving an important gap. The purpose of this book is to fill this gap and boost research on the field of social responsibility of Public Administration. Public Administration has many roles in modern societies. From transparency of internal data and social performance reporting to digitalization, tackling climate change, enhancing economic growth, fostering institutions and mitigating inequality, we need a responsible Public Administration. This collection is an effort to clarify what we mean by social responsibility, why it is elusive in the literature, how we can measure it, and how much of it is applicable to public administration.Divided into three logical sections, the contributions explore theory and provide sectoral analyses and country cases, including a global overview of social responsibility in public administration. With an emphasis on practice and case studies, this volume will be of interest to scholars and students in schools of public administration and business, and in courses of corporate social responsibility, sustainability, public management and ethics. This book provides a novel look at the basic ideas of Social Responsibility and three models for the social responsibility of public administration.

This collection of case studies in public management bridges the gap between mainstream CSR - confined to the for-profit corporations -and the vast bodies of workers and organizations that make up government and its public administration. The variety and discretion of managerial endeavours in public management calls for accountability and responsibility of government beyond current legal instruments: The book argues that CSR must be brought to bear with government. In government in fact, knowledge management is not a linear process, but the result of working with passion of the parts, implying discretionary behaviour and creativity which in turn imply choice and responsibility. Cases ranging from the USA to Central America, New Zealand and Europe all confirm the complex nature of public management, entailing partnership synergy for disaster recovery, the intertwined link between management and new technology and mindfulness at individual level. The cases are set in a framework by theoretical essays on bureaucratic behaviour and unknown stakeholders.

This second edition demonstrates that there are more conditions and actors prevalent in the economy than are considered today, and builds a balanced view of responsibility that would not be shunned by corporate executives. The wider economic responsibilities of organizations have been identified for corporations, and responsibility has been focused on business. Unknown Values and Stakeholders argues that all organizations, including public administration, should be accountable for their economic responsibilities. The authors reveal the unknown values and stakeholders of the accountability game and the new inequality in working conditions of the employed while, at the same time, showing a path towards effective economic development.

This second edition demonstrates that there are more conditions and actors prevalent in the economy than are considered today, and builds a balanced view of responsibility that would not be shunned by corporate executives. The wider economic responsibilities of organizations have been identified for corporations, and responsibility has been focused on business. Unknown Values and Stakeholders argues that all organizations, including public administration, should be accountable for their economic responsibilities. The authors reveal the unknown values and stakeholders of the accountability game and the new inequality in working conditions of the employed while, at the same time, showing a path towards effective economic development.

This collection of case studies in public management bridges the gap between mainstream CSR - confined to the for-profit corporations -and the vast bodies of workers and organizations that make up government and its public administration. The variety and discretion of managerial endeavours in public management calls for accountability and responsibility of government beyond current legal instruments: The book argues that CSR must be brought to bear with government. In government in fact, knowledge management is not a linear process, but the result of working with passion of the parts, implying discretionary behaviour and creativity which in turn imply choice and responsibility. Cases ranging from the USA to Central America, New Zealand and Europe all confirm the complex nature of public management, entailing partnership synergy for disaster recovery, the intertwined link between management and new technology and mindfulness at individual level. The cases are set in a framework by theoretical essays on bureaucratic behaviour and unknown stakeholders.