Franklin, Aimee L. (2000):
An Examination of Bureaucratic Reactions to Institutional Controls.
Public Performance and Management Review 24, no.1 (2000): 8-21.
Please note: This page may contain data in Norwegian that is not translated to English.
Type of publication:
Tidsskriftsartikkel
Link to review:
http://www.jstor.org/view/15309576/ap060001/06a00050/0
Number of pages:
14
Language of publication:
Engelsk
Country of publication:
USA
NSD-reference:
2290
This page was last updated:
9/7 2007
Publikasjonens datagrunnlag:
- Primærdata
- Kvalitativ
- Intervju
Land som er gjenstand for studien:
- USA
Verkemiddel i den operative styringa av ststlege verksemder:
- 2.1 Formell styringsdialog
Studieoppdrag:
- Forskning
Studietype:
- Effektstudie/implikasjoner/resultater
Type effekt:
- Strukturelle og styringsmessige effektar
- Effekter på forvaltningskultur
Sektor (cofog):
- Utøvande og lovgivande myndigheiter K
- Alminneleg offentlig tenesteyting ellers K
- Offentlig orden og trygging
- Utdanning
Summary:
Government reform efforts requiring standardized strategic planning and performance measurement are types of institutional controls designed to increase management competence. This article examines the reaction of agency executives and strategic planners in Arizona and Texas to these controls. Findings reveal that agency reactions range from compliance to commitment. Findings from these states suggest a variety of factors that either contribute to or inhibit commitment in current and future reform efforts.
Note:
Offentlig forvaltning knytta til generell adminstrasjon, utdanning, offentlig sikkerhet, tilsyn og regulering i Texas og Arizona.