Four ideal-type organizational responses to New Public Management reforms and some consequences
Datos Bibliográficos
| ID | 9964431 |
|---|---|
| Autores | Tor Hernès (0000-0003-4473-8763, Oslo University College, autor de correspondencia) |
| Año | 2005 |
| Volumen | 71 |
| Número | 1 |
| Páginas | 5-17 |
| Fecha de publicación | 2005-03-01 |
| Peer Reviewed | Sí |
| Open Access | Sí |
| Tipo | ARTICLE |
| Revista | International Review of Administrative Sciences (JOURNAL) |
| Identificadores de la revista | ISSN: 0020-8523 • E-ISSN: 1461-7226 |
| Editorial | SAGE Publishing (PUBLISHER • US) |
| DOI | 10.1177/0020852305051680 |
| OpenAlex | W2108379584 |
| Idioma | EN |
| Citas recibidas | 14 |
| Referencias citadas | 20 |
With its dual focus on service and accountability, New Public Management (NPM) accentuates the inherent tension between the logics of service and accountability respectively in local public administration. The present article explores, from an organization theory perspective, possible organizational responses to tensions created by the introduction of NPM. The article identifies four possible ideal-type organizational responses to NPM. First, paralysis, whereby unresolved conflict leads to a stand-off situation between management and staff. Second, ritualistic decoupling, in the sense of decoupling between espoused and enacted practices. Third, loose coupling between functions and individuals. Fourth, organic adaptation, whereby the tension is handled constructively through internal structural and cultural differentiation. Possible causes and consequences of each of these responses for management are discussed
Accountability · Adaptation (eye · Business · Decoupling (probability · Dual (grammatical number · Ideal (ethics · New public management · Political science · Public relations · Public sector · Public service · Sociology · Accounting and Organizational Management · Law · Management and Organizational Studies · Psychology · Public Administration · Public Policy and Administration Research
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Imihigo
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Paralyzing DEI
Adaptive and Maladaptive Responses of Managers to Changing Environments
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A processual perspective on alternative organization
E-Government Strategies in Spanish Local Governments
Local Government Without Governance
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The Performance Paradox in the Public Sector
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Reproduction in Education, Society and Culture
The Social Context of a ‘Value-For-Money’-Based Administrative Reform
The Dialectics of Accountability for Performance in Public Management Reform
New Organisational Solutions in Norwegian Local Councils
The "Reinventing Government" Exercise
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The Spread of the Multidivisional Form Among Large Firms, 1919-1979
Economy and Society
Institutionalized Organizations
| Obras citantes distintas | 14 |
|---|---|
| Citas por año | 0,74 |
| Intervalo de citas | 2007 - 2026 (20) |
| Velocidad de citación | current |
| Altamente citado | No |
| Tipos de cita | Neutras: 14 |