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Exploring Public-Private Differences in Managerial Behavior and the Limitations of Publicness

Exploring Public-Private Differences in Managerial Behavior and the Limitations of Publicness. Alisa Hicklin Assistant Professor of Political Science University of Oklahoma. Overview of Talk. Research Agenda Major Project Current Study on Publicness Related Research. Publicness

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Exploring Public-Private Differences in Managerial Behavior and the Limitations of Publicness

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  1. Exploring Public-Private Differences in Managerial Behavior and the Limitations of Publicness Alisa Hicklin Assistant Professor of Political Science University of Oklahoma

  2. Overview of Talk • Research Agenda • Major Project • Current Study on Publicness • Related Research

  3. Publicness Effectiveness Accountability Pressures Use of Information Collaboration Emergency Response Research Agenda Management Education Policy Race/Ethnicity • Mostly Higher Ed, Some K-12 • Performance • Equity • Accountability • Influence of Administrators • Political Control • Representation • Equity • Immigration • Policy Attitudes

  4. Theoretical Publicness Collaboration and Networking Political Control / Accountability Policy Process Bureaucratic Structure Minority Representation Applied Design of Accountability Policies Oversight in Higher Education Minority Student Achievement Faculty Diversity School Board Structure and Resource Allocation Emergency Response Immigration Policy Research Contributions / Directions

  5. Five-Year Project • Minority Graduation Rates at Four-Year Universities • Influence of Management • Role of State Bureaucracy & State Government • W.T. Grant Foundation Scholars Award • $350,000 over five years

  6. Management Survey • Surveyed all public and private (not-for-profit) universities in the U.S. • Low response rate, but representative on observable characteristics • Pilot study for 2011 survey

  7. Sectoral Differences • Long-held beliefs that a key explanation of managerial behavior can be attributed to public/private difference • Debate over whether public and private differences exist and to what extent • Focus on differences among organizations, less among managerial behavior • Dominant framework: Publicness

  8. Publicness • Bozeman: All organizations are subject to some mix of political and economic authority. • Publicness defined as… • Ownership • Funding • Control

  9. Limits to Existing Evidence on Publicness • Mixed findings, many find no difference. • Few studies incorporate: • Organizational differences. • Individual differences. • Doesn’t speak to assumptions made in the practitioner community about public-private differences. • ReGo: Government should be “run like a business.”

  10. Economic Authority • Returning to original definition / conceptualization of publicness: a mix of political and economic authority • Current measure (O, F, C) only taps into political authority. • Can we assume that “privateness” is nothing more than a lack of publicness? • To what extent are organizations controlled by the market?

  11. Another Possibility • Can we assume that political control and market control are perfectly, inversely related? What about levels of autonomy? • Competition • Economic Sensitivity • Budgets • Clientele / Consumers

  12. Testing Publicness and Competing Explanations • Focusing on Managerial Differences • Key Determinants • Publicness • Individual Characteristics • Organizational Characteristics • Economic Authority (Privateness?)

  13. Dependent Variables • Time Allocation • Networking • Political Actors / Organizations • Community • Internal Management • Fundraising

  14. Independent Variables • Publicness • Ownership (dummy) • Funding (% Budget from State Appropriations) • Control (Perceptions of Influence) • Individual Characteristics • Gender • Professional Background (Degree in Education) • Experience (Years as President)

  15. Independent Variables (continued) • Organizational Characteristics • Enrollment (in thousands) • Selectivity (Average SAT/ACT scores) • Mission (Carnegie Classification) • Wealth (Revenue per Pupil) • Disadvantaged Students (% Receiving Pell Grants) • Economic Authority • Competition (# of Universities in the State) • Economy Sensitivity • Budgets • Enrollments

  16. Ownership 0.612* (2.89) Funding -0.002 (0.31) Control 0.262* (3.84) Constant -1.028* (5.41) N 317 R-squared 0.30 Ownership 0.427 (1.61) Funding -0.000 (0.03) Control 0.253* (3.16) Gender -0.269* (2.37) Ed Degree -0.177* (1.83) Time in Job -0.012 (1.39) Enrollment 0.015* (1.98) Selectivity -0.001 (0.86) Mission (Res) -0.069 (0.42) Wealth -0.003 (1.25) % Pell 0.003 (0.94) Competition -0.001 (0.43) Econ (Enroll) 0.100 (1.41) Econ (Budget) 0.046 (0.77) Constant -0.881 (0.94) N 272 R-squared 0.37 Networking with Political Actors / Government Agencies

  17. Networking with the Community Ownership -0.080 (0.36) Funding 0.012* (1.91) Control 0.070 (0.83) Constant -0.342 (1.46) N 323 R-squared 0.05 Ownership -0.025 (0.09) Funding 0.005 (0.72) Control 0.066 (0.67) Gender -0.435* (2.88) Ed Degree 0.102 (0.89) Time in Job -0.009 (0.81) Enrollment 0.004 (0.45) Selectivity -0.002* (2.15) Mission (Res) -0.194 (1.02) Wealth -0.002 (0.92) % Pell -0.008 (1.62) Competition -0.003* (1.95) Econ (Enroll) -0.064 (0.80) Econ (Budget) 0.001 (0.02) Constant 2.340 (2.29) N 277 R-squared 0.15

  18. Internal Management Ownership 0.349 (1.31) Funding 0.001 (0.10) Control -0.081 (0.87) Constant 0.103 (0.44) N 310 R-squared 0.02 Prob>F 0.0637 Ownership -0.025 (0.12) Funding 0.005 (0.52) Control 0.066 (0.48) Gender -0.435* (1.74) Ed Degree 0.102 (0.72) Time in Job -0.009 (0.44) Enrollment 0.004 (0.71) Selectivity -0.002* (2.27) Mission (Res) -0.194 (0.12) Wealth -0.002* (2.09) % Pell -0.008* (2.06) Competition -0.003* (2.43) Econ (Enroll) -0.064 (0.03) Econ (Budget) 0.001 (1.83) Constant 2.340 (1.89) N 267 R-squared 0.09

  19. Fundraising Ownership -0.123 (0.54) Funding 0.012* (1.83) Control 0.053 (0.61) Constant -0.265 (1.17) N 320 R-squared 0.04 Ownership -0.190 (0.71) Funding 0.006 (0.80) Control 0.079 (0.88) Gender -0.396* (2.60) Ed Degree 0.035 (0.31) Time in Job -0.008 (0.78) Enrollment 0.003 (0.32) Selectivity -0.001* (1.78) Mission (Res) -0.217 (1.21) Wealth -0.002 (0.73) % Pell -0.009 (1.57) Competition -0.004* (2.56) Econ (Enroll) -0.076 (0.97) Econ (Budget) 0.091 (1.21) Constant 1.822* (1.82) N 275 R-squared 0.13

  20. Results • Still Mixed! • Publicness (1 of 4) • Economic authority (3 of 4) • Individual characteristics (4 of 4) • Organizational characteristics (4 of 4) • Not always in the hypothesized direction

  21. Future Directions • Data requirements for this type of test are very high. • Better measures of economic sensitivity • Other dependent variables • Interactions (publicness x org characteristics) • Addition of performance measures • The addition of performance funding policies • For-profit institutions?

  22. Related Research • Relationship between Public Managers and the State (Mixed Methods) • Effect of Increasing Faculty Diversity (Mixed Methods) • Perceptions of Political and Professional Accountability (Mixed Methods) • Management and Performance (Mostly Quantitative) • Use of Research in Public Management (Mostly Qualitative)

  23. THANK YOU

  24. Descriptives Ownership 42% public, 58% private Funding Mean = 13.00% SD = 16.8 Control Mean = 3.04 SD = 0.90 Gender 19% female, 81% male Degree in Ed 29% yes, 71% no Experience Mean = 6.81 years SD = 5.61 Enrollment Mean = 6194 students SD = 8134 Selectivity Mean = 1054 (SAT average) SD = 117.5 Mission 15% research institutions, 85% other Wealth Mean = $28,992/student SD = 29,735 % on Pell Mean = 30.78% SD = 17.65 Competition Mean = 49.94 SD = 34.43 Econ (Enroll) Mean = 3.21 SD = 0.86 Econ (Budget) Mean = 3.69 SD = 0.81

  25. Factor Scores • Networking with Political Actors / Institutions: legislators, state agencies, federal agencies • Networking with Community: alumni, business leaders, community leaders • Internal Management: admin staff, provost, deans, directors, department heads, business affairs, legal affairs, student affairs, development/fundraising, external affairs/PR, research office, athletics, faculty orgs, students orgs • Fundraising: development/fundraising, external affairs/PR, alumni, business leaders, community leaders

  26. Future Funding Opportunities • William T. Grant Foundation • Interest in the use of research evidence in policy and practice (related to youth) • Study of use of research in designing programs to increase graduation rates • Lumina Foundation • Interest in systematic change & completion • Study of accountability policy design • Study of Native American achievement • Russell Sage • Interest in immigration • Study of state immigration policy and enforcement

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