Background and Context
Research Focus
This study examines public service management reforms in an Irish local authority during the 2008 financial crash and subsequent severe austerity period.
Methodology
Qualitative case study approach with 21 interviews conducted from 2011-2019, focusing on reform events from 2007-2013 and their implementation.
Theoretical Framework
The research draws on institutional work theory and framing concepts to understand how collective action is mobilized for public service management reform.
Two Distinct Phases of Reform Implementation During Financial Crisis
- The reform process at Eastern unfolded in two distinct phases, with the 2008 financial crash as the pivotal turning point.
- Phase 1 involved subtler institutional work as the new CE established committees to evaluate existing practices.
- Phase 2 saw more forceful reforms driven by fiscal austerity, leveraging the crisis to implement significant organizational changes.
Key Actors and Their Institutional Embeddedness Shaped Reform Approaches
- Different actors' professional backgrounds significantly influenced how they framed and approached the reform process.
- The CE's financial background drove initial reflexivity about budget control practices leading to reform initiatives.
- Councillors, embedded in political and constituent relationships, resisted some changes that diminished their traditional authority.
Multiple Forms of Institutional Work Operated Simultaneously During Reform
- The reform process involved multiple types of institutional work occurring simultaneously rather than sequentially.
- The study identified a novel form of institutional work called "austerity advocacy" leveraging the crisis context.
- Creating, maintaining, and disrupting activities were fluidly combined throughout the reform implementation process.
Strategic Framing Process Created Collective Action for Reform
- The CE and key actors strategically employed three types of framing to build collective support for reform.
- Diagnostic framing identified inefficiencies, while prognostic framing proposed centralization as the solution.
- Motivational framing leveraged the financial crisis context to convince stakeholders of the necessity for change.
External Crisis Context Transformed Resistance Into Acceptance
- The 2008 financial crisis transformed resistance to reform into acceptance through fear and necessity.
- External pressures including salary cuts and government mandates made reform resistance appear futile to employees.
- The shift from a "cash-rich" to "cash-poor" context provided leaders with compelling justification for drastic changes.
Contribution and Implications
- This research provides longitudinal understanding of how public services implement reforms during fiscal austerity and crisis periods.
- The study reveals how professional expertise and external context can be leveraged to mobilize support for change.
- A novel form of institutional work called "austerity advocacy" shows how crises can be utilized to drive reform.
- The findings demonstrate that reform requires multiple types of institutional work operating simultaneously rather than sequentially.
- Public service leaders can strategically frame reforms across diagnostic, prognostic, and motivational dimensions to build support.
Data Sources
- Visualization 1 (Two Phases) is based on Table 1 from the article showing the timeline of reform events.
- Visualization 2 (Key Actors) is derived from Table 2 which details actors' embeddedness, reflexivity, and situated logics.
- Visualization 3 (Institutional Work Forms) is based on Table 3 which categorizes the forms of institutional work observed.
- Visualization 4 (Framing Process) is derived from the analysis of framing concepts described in the theoretical framework and findings.
- Visualization 5 (External Crisis Impact) synthesizes findings from Phase 2 of the case study as presented in the article.
Infographics by Topic
