Overcompliance and reluctance to make decisions: Exploring warning systems in support of public managers |
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| Authors: | José Osvaldo De Sordi Wanderlei Lima de Paulo Carlos Francisco Bitencourt Jorge Daniel Barile da Silveira Jefferson Aparecido Dias Marcelo Souto de Lima |
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| Institution: | 1. Natural Risks Research Team, Faculty of Science and Technology in Abdelmalek Essaadi University, Tangier, Morocco;2. Data Science and Competitive Intelligence team (DSCI), National School of Applied Sciences of Al-Hoceima, Abdelmalek Essaadi University, Tetouan, Morocco;3. Computer Science, Systems and Telecommunication Laboratory (LSIT), Faculty of Science and Technology in Abdelmalek Essaadi University, Tangier, Morocco;1. College of Management, Metropolitan State University, 1501 Hennepin Ave., Minneapolis, MN 55403-1897, USA;2. Independent Researcher, Kowloon, Hong Kong;3. Rosen College of Hospitality Management The University of Central Florida, FL 32819, USA;4. WSB University in Wroc?aw, Ul. Fabryczna 29-31, 53-609 Wroc?aw, Polska / Poland |
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| Abstract: | Post-scandal effects in public management point to the occurrence of overcompliance in the work of public managers, leading to reluctance and paralysis in decision-making. This article discusses the proposition of an artifact in the form of a warning system to aid the analysis process and issuing of opinions (APIO) by public managers, providing more information and, consequently, less risk and fear. The Design Science Research method was used to exapt a scientific artifact to the context of public management. The textual structure of 178 opinions issued by public agencies was analyzed, as was the perception of 17 public managers of the characteristics of the APIO. Exaptating the artifact from a technological perspective is simple and feasible, as it involves processes with strong functional similarities. The greatest challenges to operationalize the artifact broadly and without restrictions, as occurs in scientific academia, are associated with informational behaviors. |
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