Organizations in the public sector operate under increased uncertainty, volatility and complexity, while at the same time facing significant reductions in financial resources. Understanding which capacities enable local governments to deal with shocks, disruptive events, and uncertainty is therefore imperative.
Recently, members of the Special Interest Group (SIG) on Accounting and Accountability have applied the concept of resilience to
– explore how local governments keep operating even in adverse conditions and whether and why they are able to adapt rapidly in a crisis,
– capture and explore the dimensions as well as possible emerging patterns of financial resilience in local governments
Adopting a long-term, strategic view that considers not only responses to shocks and crises but also the environmental context as well as internal conditions, capacities, and histories/path dependences, they have shed light on ‘financial resilience’.
Results and findings of the first research projects are available now – find out more below!
Jones M, Barbera C, Steccolini I. (2015): Governmental Financial Resilience under Austerity: the case of English Local Authorities. London: Chartered Institute of Management Accountants. CIMA Executive Summary Report, v.11 (3). Available via: http://www.cimaglobal.com/Documents/Thought_leadership_docs/NHS-public-sector/Governmental-financial-resilience-austerity.pdf
Steccolini I, Jones M, Saliterer I, (eds). (2017): Governmental financial resilience: how local governments face global crises and austerity. Emerald. Available via: http://www.emeraldinsight.com/doi/book/10.1108/S2053-7697201727
Barbera C., Jones M., Korac S., Saliterer I., Steccolini I. (2017): Governmental financial resilience under austerity in Austria, England and Italy: How do local governments cope with financial shocks?, Public Administration, online early view. Available via: http://onlinelibrary.wiley.com/doi/10.1111/padm.12350/abstract