The Challenges of Multi-Ethnic Societies for Public Sector Management

Call for papers for: International Journal of Public Sector Management

Guest Editors:

Professor Prof. Elena G. Popkova, MGIMO University, Russia: [email protected]

Professor Konstantin V. Vodenko, Platov South-Russian State Polytech University, Russia: [email protected]


In recent decades, under the influence of intense economic and socio-cultural globalization, the vast majority of societies in the world have become more or less multi-ethnic. In some societies (for example, in Russia), the multinational nature of the people is a centuries-old tradition and historical heritage, which ensures increased mutual tolerance of ethnic groups with their high diversity. In other societies (for example, in the USA), representatives of different ethnic groups openly feuded, which causes a reduced mutual tolerance and the presence of deep social conflicts.

In the management of the public sector, the most important task of our time for sustainable development is to alleviate social tensions, which requires a flexible approach in multi-ethnic societies. This special issue is intended to discuss different public sector management tools, that are influenced by or try to assuage social tensions caused by the confrontation of cultures in a multi-ethnic society.

For example, digital information and communication technologies can be used to prevent increased social tensions. Digital technologies can be used to monitor public opinion, involve all interested parties (representatives of all ethnic groups) in solving socially significant problems of public sector management. The use of advanced technologies can take various forms: from e-government and e-popular voting to digital courts and e-discussion of legal norms and legislative reforms.

Another example of public sector management tools that combat social tensions, is to promote a representative (expert) bureaucracy. Representative bureaucracy involves the representation of all ethnic groups in the bureaucratic apparatus of the State and the holding of comprehensive multi-ethnic consultations on public sector management.

When social tension is high, social crisis management is required, aimed at the hotbeds of inter-ethnic conflicts. This can take a variety of forms, including tightening law enforcement measures (dissolution of rallies, imposition of curfews, introduction of enhanced sanctions measures for violators of law and order, for example, fines), urgent modification of social policy taking into account the opinions and interests of all ethnic groups of society, as well as the use of information and consulting measures with representatives of different ethnic groups and social advertising for the general masses of the population in order to convey to all representatives of society the harmonious nature of public sector management.

To discuss this theme and such tools, this special issue addresses (but is not limited to) the following issues:

1. What are the fundamental principles of public sector management in multi-ethnic societies?

2. What are the latest challenges of multi-ethnic societies to public sector management, taking into account the latest trends and developments in the countries of the world?

3. How has the COVID-19 pandemic and crisis affected social tensions in multi-ethnic societies, and what are the implications for public sector management?

4. How can digital information and communication technologies be effectively applied to prevent the rise of social tensions in a relatively stable multi-ethnic society in the practice of public sector management?

5. How to achieve diversity (representative bureaucracy) at a time of growing social tension in a multi-ethnic society in the practice of public sector management?

6. How to alleviate social tensions through crisis management in a multi-ethnic society in the practice of public sector management?

This special issue of the International Journal of Public Sector Management (IJPSM) invites papers from scholars to answer the stated questions with the view of obtaining a greater understanding of public sector management. The papers can also be theoretical. At the same time, different methodological approaches may be adopted to answer the stated questions. Empirical studies from different countries and sectors are welcomed.


Submission procedure and important dates

The issue is expected to be published in the Winter of 2022 or early 2023, based on the following timelines:

Deadline for proposals (abstract of not more than 500 words): May 30, 2021

Decision on proposal: June 31, 2021

Deadline to submit final papers: December 30, 2021

First round of review: February 30, 2022

Final version of papers: April 30, 2022

Final Decision (Notification of Final Acceptance): June 31, 2022

Expected Publication: Vol. 36, No 4

Articles should be between 6000 and 8000 words in length. This includes all text, for example, the structured abstract, references, all text in tables, and figures and appendices. Please allow 280 words for each figure or table

To view the author guidelines for this journal, please visit: https://www.emeraldgrouppublishing.com/journal/ijpsm 

 
Please submit your abstract to:

Professor Prof. Elena G. Popkova: [email protected]
and
Professor Konstantin V. Vodenko: [email protected]

 

Background

Promising public sector management tools have been published as a literary publication. Digital information and communication technology in the practice of public sector management are reviewed in the works of Alvarena et al. (2020). (2020), Boustani and Chedrawi (2019), Casalino et al. (2017), Nerurkar and Das (2017а), Nerurkar and Das (2017b).

Diversity (representative bureaucracy) in public sector management is reflected in works of Bishu and Kennedy (2020), Christensen (2020), Figueroa Huencho and Araya Orellana (2020), Hildebrand (2020), Kennedy et al. (2020), Liang et al. (2020), Meier (2020), Pierskalla et al. (2020), Vinopal (2020).

Social crisis management investigated in publications of Abdoul-Azize and El Gamil (2020), Al Omoush (2019), Jähnichen (2020), Saroj and Pal (2020), Zanuddin et al. (2020).

However, the specifics of the application of the described tools in the practice of public sector management in a multi-ethnic society have not been sufficiently studied, which is a research gap that this special issue is intended to fill.
 

References

Digital information and communication technology in the practice of public sector management:

  1. Bishu, S.G.Kennedy, A.R. (2020). Trends and Gaps: A Meta-Review of Representative Bureaucracy. Review of Public Personnel Administration, 40(4), pp. 559-588. https://www.doi.org/10.1177/0734371X19830154
  2. Christensen, J. (2020). Representative bureaucracy, international organizations and public service bargains. Public Administration, 98(2), pp. 408-423. https://www.doi.org/10.1111/padm.12625
  3. Figueroa Huencho, V.Araya Orellana, J.P. (2020). Representative Bureaucracy: Exploring the Factors that Inhibit Active Representation in Indigenous Managers from a Latin American Case. International Journal of Public Administration. https://www.doi.org/10.1080/01900692.2020.1773496
  4. Hildebrand, S. (2020). Representative bureaucracy in emergency management: Attitudes about contemporary emergency management policy and politics in local agencies. Journal of Homeland Security and Emergency Management, 17(3), 20190009. https://www.doi.org/10.1515/jhsem-2019-0009
  5. Kennedy, A.R.Bishu, S.G.Heckler, N. (2020). Feminism, Masculinity, and Active Representation: A Gender Analysis of Representative Bureaucracy. Administration and Society, 52(7), pp. 1101-1130. https://www.doi.org/10.1177/0095399719888470
  6. Liang, J.Park, S.Zhao, T. (2020). Representative Bureaucracy, Distributional Equity, and Environmental Justice. Public Administration Review, 80(3), pp. 402-414. https://www.doi.org/10.1111/puar.13160
  7. Meier, K.J. (2020). Political failure, citizen feedback, and representative bureaucracy: The interplay of politics, public management, and governance. Korean Journal of Policy Studies, 35(2), pp. 1-23.
  8. Pierskalla, J.H.Lauretig, A.Rosenberg, A.S.Sacks, A. (2020). Democratization and Representative Bureaucracy: An Analysis of Promotion Patterns in Indonesia's Civil Service, 1980–2015. American Journal of Political Science. https://www.doi.org/10.1111/ajps.12536
  9. Vinopal, K. (2020). Socioeconomic representation: Expanding the theory of representative bureaucracy. Journal of Public Administration Research and Theory, 30(2), pp. 187-201. https://www.doi.org/10.1093/jopart/muz024

Diversity (representative bureaucracy) in public sector management:

  1. Alvarenga, A.Matos, F.Godina, R.Matias, J.C.O. (2020). Digital transformation and knowledge management in the public sector. Sustainability (Switzerland), 12(14), 5824. https://www.doi.org/10.3390/su12145824
  2. Aziz, A.A.Yusof, Z.M.Mokhtar, U.A.Jambari, D.I. (2020). The implementation guidelines of digital document management system for malaysia public sector: Expert review. International Journal on Advanced Science, Engineering and Information Technology, (1), pp. 198-204. https://www.doi.org/10.18517/ijaseit.10.1.10443
  3. Boustani, N.M.Chedrawi, C. (2019). Innovation, New Public Management and Digital Era Government, Towards a Better Public Sector Performance Through ICT: The Case of the Lebanese Ministry of Environment. Lecture Notes in Information Systems and Organisation, 30, pp. 175-189. https://www.doi.org/10.1007/978-3-030-10737-6_12
  4. Casalino, N.Ciarlo, M.Sassetti, S.Panico, M. (2017). Management and innovation models for Digital Identity in public sector. ICEIS 2017 - Proceedings of the 19th International Conference on Enterprise Information Systems, 1, pp. 225-232. https://www.doi.org/10.5220/0006279202250232
  5. Nerurkar, A.Das, I. (2017a). Agile project management in large scale digital transformation projects in government and public sector: A case study of DILRMP project. ACM International Conference Proceeding Series, Part F128003, pp. 580-581. https://www.doi.org/10.1145/3047273.3047355
  6. Nerurkar, A.Das, I. (2017b). Analysis of DILRMP project: Identifying the applicability of agile project management for digital transformation projects in government and public sector. ACM International Conference Proceeding Series, Part F127653, pp. 34-38. https://www.doi.org/10.1145/3055219.3055242

Social crisis management

  1. Abdoul-Azize, H.T.El Gamil, R. (2020). Social Protection as a Key Tool in Crisis Management: Learnt Lessons from the COVID-19 Pandemic. Global Social Welfare. https://www.doi.org/10.1007/s40609-020-00190-4
  2. Al Omoush, K.S. (2019). Harnessing mobile-social networking to participate in crises management in war-torn societies: The case of Syria. Telematics and Informatics, 41, pp. 1-18. https://www.doi.org/ 10.1016/j.tele.2017.12.002
  3. Jähnichen, T. (2020). Risk society under stress test - The corona pandemic as challenge of social crisis management | [Risikogesellschaft im stresstest - Die corona-pandemie als herausforderung gesellschaftlichen krisenmanagements]. Zeitschrift fur Evangelische Ethik, 64(3), pp. 163-169. https://www.doi.org/10.14315/zee-2020-640303
  4. Saroj, A.Pal, S. (2020). Use of social media in crisis management: A survey. International Journal of Disaster Risk Reduction, 48,101584. https://www.doi.org/10.1016/j.ijdrr.2020.101584
  5. Zanuddin, H.Shai, N.Othman, W.A.M. (2020). Sentiment analysis approach towards public opinion on sensitive issues via social media: A way of crisis management control. International Journal of Innovation, Creativity and Change, 12(5), pp. 294-306.