Christensen, Tom & Per Lægreid (2003):
Coping with complex leadership roles: The problematic redefinition of Government-owned enterprises.
Public Administration Vol. 81, No.4, 2003 pp. 803-831(29).
Please note: This page may contain data in Norwegian that is not translated to English.
Type of publication:
Tidsskriftsartikkel
Link to review:
http://www.ingentaconnect.com/content/bpl/padm/2003/00000081/00000004/art00007
Comment:
Finst også i Norsk Statsvitenskapelig Tidsskrift 19 (2003) s. 385-411, og som særtrykk nr 5 (2004) ved Institutt for administrasjon og organisasjonsvitenskap, UiB.
Number of pages:
27
Language of publication:
Engelsk
NSD-reference:
2519
This page was last updated:
20/8 2007
Affiliations related to this publication:
- Stat
- Heleide statsaksjeselskap
- Særlovsselskap
- Statsforetak
Publikasjonens datagrunnlag:
- Primærdata
- Kvalitativ
- Intervju
- Komparativ mellom land
Land som er gjenstand for studien:
- New Zealand
- Norge
Verkemiddel i den konstituerande styringa:
- 1.2 Endring i tilknytningsform
- 1.3 Privatisering/markedsretting
Verkemiddel i den operative styringa av ststlege verksemder:
- 2.2 Kontraktslignande avtaler
Studieoppdrag:
- Forskning
Studietype:
- Iverksetting/implementeringsstudie
- Effektstudie/implikasjoner/resultater
Type effekt:
- Strukturelle og styringsmessige effektar
Sektor (cofog):
- Utøvande og lovgivande myndigheiter K
- Staten generelt
Summary:
Inspired by New Public Management, many countries have changed their central public apparatus from an integrated to a more segregated structural model. A central element in this process is structural devolution and the establishment of new or reorganized state-owned companies with increased business autonomy and new formal control systems. This paper focuses on how this development, as exemplified by the case of Norway, is affecting the role of central executive political and administrative leaders. The study, based on elite interviews, shows that corporatization has made the role of central leaders more complex and ambiguous and undermined traditional political control. We interpret this development from a transformative perspective, underlining how structural devolution is filtered through the dynamic context of environmental pressure and internal structural and cultural factors; in addition, experiences from New Zealand are used to contrast the Norwegian case.