This exploratory study investigates red tape in English local government. We build on previous research by examining perceptions of internal and external measures of red tape among three tiers of public managers: corporate officers (includes the chief executive officer and corporate policy directors), chief officers (the most senior officers with specific service delivery responsibilities), and service managers (first-line supervisory officers and section heads). The results show that these officials perceive red tape differently depending on their respective roles and stations in local government and that the determinants of red tape are likely to vary at each tier. Where there is common ground it suggests that a developmental culture, logical incremental strategy formulation, reductions in regulation and stable external political contexts will work to reduce red tape. The implications for theory and practice are discussed.postprin
