Does the Perception of Red Tape Constrain IT Innovativeness in Organizations? Unexpected Results from a Simultaneous Equation Model and Implications
Bibliographic Data
| ID | 6294385 |
|---|---|
| Authors | Miri Moon (0000-0002-2282-3273, University of Colorado System), M J Moon, Bretschneiber, S Bretschneiber (Syracuse University) |
| Year | 2002 |
| Volume | 12 |
| Issue | 2 |
| Pages | 273-292 |
| Publication date | 2002-04-01 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | Journal of Public Administration Research and Theory (JOURNAL) |
| Journal identifiers | ISSN: 1053-1858 • E-ISSN: 1477-9803 |
| Publisher | Oxford University Press (OUP) (PUBLISHER) |
| DOI | 10.1093/oxfordjournals.jpart.a003532 |
| OpenAlex | W2335322620 |
| Language | EN |
| Citations received | 54 |
| References cited | 15 |
This study posits a theoretical model in which both red tape and information technology (IT) innovativeness have reciprocal causal effects on one another. The primary model suggests that perceived red tape is not necessarily a constraining factor to IT innovativeness but could be a facilitating factor. High levels of perceived red tape might lead organizations toward innovative solutions to their organizational problems through information technology. This study also finds that top managers' risk-taking propensity (entrepreneurial leadership) and organizational capacity are positively associated with IT innovativeness. An additional finding suggests that IT innovativeness helps organizations reduce the level of red tape. These specific empirical results only emerge when a two-stage least squares model is estimated to account for the endogenous relationship between red tape and IT innovativeness
Business · Information technology · Knowledge management · Perception · Political science · Reciprocal · Statistics · Structural equation modeling · Business Strategy and Innovation · Computer Science · Innovation and Knowledge Management · Innovation Diffusion and Forecasting · Mathematics · Psychology · Marketing
Simultaneous Equation Estimation
Organizational Effectiveness and Bureaucratic Red Tape
Internal and External Antecedents of Process Innovation
Measuring Digital Red Tape
Linking red tape originating from digital tools to affective commitment
The impact of technological innovation on service delivery
Understanding collaboration as response to red tape among Street-level bureaucrats
What Influences Bureaucrats’ Support for Red Tape Reduction Reform in Taipei City Government
Collaborating for Innovation
The Relationship Between Perceived Workplace Bureaucracies, Self-Efficacy and Job Motivation Over the Covid-19 Pandemic
Street-level quasi-bureaucracy and professional discretion
The Influence of Perceived Red Tape on Public Employees’ Procrastination
Effects of red tape in public sector organizations
It is not easy being green
Technology in government
Managing IT-enabled transformation in the public sector
Business perceptions and satisfaction with e-government
Organization formalization, sector and social media
Customer Relationship Management (CRM) technology and organizational change
Determinants of cyber-incidents among small and medium US cities
Public sector information system project failures
The willingness of e-Government service adoption by business users
Top 10 U.S. Municipal Police Departments and Their Social Media Usage
Revisiting the IT Productivity Paradox
Adoption of Electronic Technologies in Local U.S. Governments
Explaining the Adoption of E-Government Features
Red Tape and Public Managers' Decision Making
Explaining the Difference of Work Attitudes Between Public and Nonprofit Managers
Organizational Fields and the Diffusion of Information Technologies Within and Across the Nonprofit and Public Sectors
Antecedents of organization ambidexterity
Middle Managers’ Upward Roles in the Public Sector
Public Policy and the Origins of Bureaucratic Red Tape
The Evolution of Internal IT Applications and e-Government Studies in Public Administration
Stimulating Entrepreneurial Practices in the Public Sector
Strategic Human Resource Practices
Implementation of Digital‐Era Governance
The Evolution of E‐Government among Municipalities
Organizational Pathology Compared to What? Impacts of Job Characteristics and Career Trajectory on Perceptions of Organizational Red Tape
Science ethics as a bureaucratic problem
Increasing the cost of participation
The effects of quality of bureaucrats, regulations, and e-government on the efficiency of economic regulatory policy
Advancing E-Government at the Grassroots
How Illegitimate Tasks Inhibit Public Sector Employees' Innovative Work Behavior
How Leadership and Public Service Motivation Enhance Innovative Behavior
Private Sector Imprinting
Motivations Behind Using Performance Measurement
Characteristics of Innovation and Innovation Adoption in Public Organizations
Children of a Lesser God
Sampling Designs for Analyzing Publicness
User Involvement as a Catalyst for Collaborative Public Service Innovation
Personnel Flexibility and Red Tape in Public and Nonprofit Organizations
Red Tape and Public Employees
E-Government and Bureaucracy
Politics matter
Sector Context and Performance
Red Tape and Task Delays in Public and Private Organizations
Electronic Democracy and the Diffusion of Municipal Web Pages in California
Implementing a Policy and Planning Process for Managing State Use of Information Technology Resources
Human Factors in Adoption of Geographic Information Systems
Managing Information Technology Projects in the Public Sector
Research Note
Democracy.com
The Use of Geographic Information Systems in Local Government
The Pursuit of Managerial Entrepreneurship
Comparing Public and Private Organizations
Management Information Systems in Public and Private Organizations
The Impact of Red Tape's Administrative Delay on Public Organizations' Interest in New Information Technologies
Public-Private Differences and the Assessment of Alternatives for Decision Making
| Unique citing works | 54 |
|---|---|
| Citations per year | 2,25 |
| Citation span | 2002 - 2026 (25) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 54 |