Chair of Public Management & Public Policy

The aim of the study is the qualitative and quantitative assessment of the diffusion, determinants and perceived effects of IM in different countries. We understand IM carried out by a public authority as a process of integrated management of core administration, agencies, state-/municipal-owned enterprises (SOEs) and city-funded nonprofit organizations (NPOs). It has to be based on a coherent strategic planning and target system set by the public authority and an appropriate mix of strategic-driven coordination and governance instruments. Moreover, IM is characterized by an organizational structure which allows an effective and efficient service provision and direct and non-fragmented controlling and reporting channels. In extension to already existing strategic management concepts, IM tries to merge the “general” strategic planning processes with gainful approaches and insights from coordination/governance literature. IM is a crucial issue for sustainable public service provision. A common challenge of public service provision by public authorities is that, next to administrative departments, various agencies, SOEs, and city-funded NPOs provide services in any given policy field. In order to provide services in different policy fields in accordance with the objectives set by the city, the mentioned organizational complexity might be controlled and coordinated more effectively and efficiently by adopting a IM concept.