Governmental Autonomisation and control: The Norwegian way.
Please note: This page may contain data in Norwegian that is not translated to English.
Author
Christensen, Tom & Per Lægreid
Year
2004
Publisher
Public Administration and Development, Vol 24, Nr. 2 (2004) s.129-135.
Type of publication:
Tidsskriftsartikkel
Link to publication:
http://www3.interscience.wiley.com/cgi-bin/fulltext/108070590/PDFSTART
Link to review:
http://www3.interscience.wiley.com/cgi-bin/abstract/108070590/ABSTRACT?CRETRY=1&SRETRY=0
Comment:
Finst også som særtrykk nr 14 (2004) ved Institutt for administrasjon og organisasjonsvitskap.
Number of pages:
7
Language of publication:
Engelsk
NSD-reference:
2518
This page was last updated:
2007-08-20 09:32:19.937
- Regjering
- Stat
- Departement
- Sentraladministrative organ (direktorat m.m.)
- Forvaltningsorgan med særskilte fullmakter
- Heleide statsaksjeselskap
- Særlovsselskap
- Statsforetak
- Statsaksjeselskap (deleigd; majoritet)
- Primærdata
- Kvalitativ
- Intervju
- Norge
- 1.1 Organisering generelt
- 1.2 Endring i tilknytningsform
- 2.1 Formell styringsdialog
- 2.2 Kontraktslignande avtaler
- Forskning
- Iverksetting/implementeringsstudie
- Effektstudie/implikasjoner/resultater
- Strukturelle og styringsmessige effektar
- Utøvande og lovgivande myndigheiter K
- Staten generelt
Summary
This article examines the trade-off between control and autonomy produced in Norway by the autonomisation, agencification
and devolution resulting from a more active administrative reform policy over the past 15 years. It asks what balance exists
between political control and managerial autonomy in practice, how stable it is and how political and administrative leaders
view these issues in the light of their experience. It examines the broad implications of increased autonomisation as experienced
by the administrative and political leadership.