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Van domme rationaliteit naar slimme rationaliteit

Duursema, B.N. (2009) Van domme rationaliteit naar slimme rationaliteit.

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Abstract:The objective of this research is to explain why the PPC has not led to the expected institutionalization of DBFM/O contracting related to the development of governmental estate and infrastructural projects in the Netherlands. Based on the literature related to New Public Management ideas and the criticisms about these ideas, it can be argued that performance management tools like the PPC incorporate ‘disconnects’, which might lead to tools that do not meet up to their own expectations of rationality. This theoretical assumption is confirmed in practice by the differences in judgment of the PPC and the related interpretation of the outcomes of the PPC by those organizations which use this performance management tool. This ‘disconnect’ has a negative impact on the policy of the Ministry of Finance addressed to the institutionalization of DBFM/O. Therefore, in this research a more fundamental approach based on institutional theory is applied in which the structural aspects of the introduction of DBFM/O in the Netherlands and the use of the PPC are revealed. Institutional theory describes the processes and structures which influence the actions of individual members of an organization, leading to the development of stability and legitimacy of actions within and between organizations. Within institutional theory there are three levels of institutional processes: the cultural-cognitive, normative and regulative level. Cultural-cognitive institutions influence the individual assumptions on reality based on the characteristics of the organization. Normative institutions have a more direct influence on the actions of individuals within an organization by prescribing what kind of actions are relevant, given the assumptions of the reality. Regulative institutions have a more strict character. The opportunities for interpretation by the individual organization members are diminished. Cultural-cognitive level is operationalized to the domain of activities in the organization, the form related to these activities and the criteria for evaluation for the achievements of the organization. The normative level is operationalized to the interpretation of DBFM/O contracting in order to safeguard the quality of the functioning of organization members. The regulative level is operationalized. to the interpretation of using the PPC and its outcomes, based on the judgment of the DBFM/O contracting. Based on this theoretical approach, the introduction of DBFM/O Pagina 10 van 110 is revealed as well as the use of the PPC by Rijkswaterstaat, Rijksgebouwendienst and Stichting Lucas Onderwijs. The selection of these cases rests on whether the introduction of DBFM/O influences the primary processes of an organization or the secondary processes of an organization. For each case the relation between the cultural-cognitive institutions, normative institutions and regulative institutions is revealed. Afterwards, the confrontation of the introduction of DBFM/O on the normative level with the use of the PPC on the regulative level is interpreted. For Rijkswaterstaat, interviews are conducted with members of the Kennispool PPS and of the Bouwdienst. For the Rijksgebouwendienst interviews are conducted with members of this organization, but also with clients of the Rijksgebouwendienst like the Dienst Justitiële Inrichtingen and the Facilitair Bedrijf of Rijkswaterstaat. The interviews related to Stichting Lucas Onderwijs were conducted with its members only. Based on this research, it is concluded that the use of the PPC on the regulative level is not connected to the actual confrontation on the normative level by the introduction of DBFM/O. This outcome explains why the use of the PPC has not, or not enough, contributed to the institutionalization of DBFM/O contracting related the development of governmental estate and infrastructural projects in the Netherlands. Furthermore, it can be argued that the introduction of DBFM/O in primary processes of an organization results in a more intense conflict than the introduction in secondary processes of an organization. Three recommendations for the Ministry of Finance are formulated: - Re-emphasize the current policy focused on the use of the PPC to a policy focused on the intrinsic motivation of organizations to choose DBFM/O as a preferred form of contracting. In discussion with an organization, one should not only pay attention to the financial aspects of DBFM/O contracting, but also to the possible advantages of DBFM/O contracting for the tasks of the organization. - Involve organizations in the decision making process by stating that a certain number of projects must be tendered in a DBFM/O form, and give them the opportunitiy to select themselves which projects are most conveniently suitable. As result, organizations will probably have an internal discussion on the possible position of DBFM/O contracting Van domme rationaliteit naar slimme rationaliteit Pagina 11 van 110 within their own organizational structures. This will have an positive influence on the adaptation of DBFM/O. - Try to create incentives for organizations to choose for DBFM/O, for example by giving them a share in the profit derived from the added financial value in DBFM/O projects. Changes in organizations will only be successful if there is an actual incentive to change. This will have a positive influence on the result of the proposed changes, based on the recommendations stated above. Whenever the Ministry of Finance adopts these recommendations, it is expected that the key to change will be shifted to the hands of those who benefit from this change: the members of those organizations. By adopting these recommendations, the Ministry of Finance will beam out that it takes its counterparts seriously: these counterparts themselves are the obvious organizations to decide what the most beneficial position is for DBFM/O contracting within their own structures. The creation of the right incentive structure will result in a situation in which the Ministry of Finance as well as its counterparts will search for mutual rational and emotional benefits while respecting all interactions. This will change mental processes from thinking in constraints to thinking in possibilities. Rigid and strong financial rationalities will be replaced by a rationality focusing on change. This will presumably result in a faster institutionalization of DBFM/O contracting related to the development of governmental estate and infrastructural projects in the Netherlands.
Item Type:Essay (Master)
Clients:
Ministerie van Financiën
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:88 social and public administration
Programme:Public Administration MSc (60020)
Link to this item:http://purl.utwente.nl/essays/60208
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