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An organizational echelon analysis of the determinants of red tape in public organizations
Authors
Aiken
Andrews
+56 more
Andrews
Andrews
Armstrong
Ashworth
Baldwin
Blair
Bowman
Boyne
Boyne
Boyne
Bozeman
Bozeman
Bozeman
Bozeman
Bozeman
Bretschneider
Brewer
Brewer
Craig
Crozier
Damanpour
Dawson
DeHart-Davis
Gore
Hart
Kaufman
Lipsky
March
March
Meier
Merton
Moore
Moynihan
Nunnally
Office for National Statistics (United Kingdom)
Office of Public Service Reform (United Kingdom) (OPSR)
Organisation for Economic Co-operation and Development (OECD)
O’Toole
Pandey
Pandey
Pandey
Pandey
Pandey
Payne
Quinn
Rainey
Rainey
Subramanian
Thompson
Waldo
Walker
Walker
Walker
Weber
Whyte
Zammuto
Publication date
1 January 2008
Publisher
'Wiley'
Doi
Cite
Abstract
This article adopts an organizational echelon approach to the study of red tape in public organizations and argues that the nature and extent of red tape will vary at different levels of the organizational hierarchy. These propositions are tested with a multiple-informant survey using a lagged model. The empirical results across the three organizational echelons sampled indicate modest variations in the levels of perceived red tape and major variations in its determinants. Results from the more senior managers uphold prior research findings and hypotheses on the determinants of red tape. This is not surprising because earlier studies typically sampled senior executives. Yet the lower down the organizational hierarchy one travels, the more red tape officials perceive and the more multifaceted the findings on determinants become. The authors conclude that prior empirical work is likely to have underestimated the extent of red tape in public organizations, and oversimplified its determinants. The implications for theory and practice are discussed. © 2008 The American Society for Public Administration.link_to_subscribed_fulltex
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oai:hub.hku.hk:10722/60932
Last time updated on 01/06/2016
Crossref
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info:doi/10.1111%2Fj.1540-6210...
Last time updated on 07/12/2020