Title
Pressure, legitimacy and innovative behaviour by public organisations Pressure, legitimacy and innovative behaviour by public organisations
Author
Faculty/Department
Faculty of Social Sciences. Political Sciences
Publication type
article
Publication
Oxford ,
Subject
Sociology
Source (journal)
Governance: an international journal of policy and administration. - Oxford
Volume/pages
20(2007) :3 , p. 469-498
ISSN
0952-1895
ISI
000249130500005
Carrier
E
Target language
English (eng)
Full text (Publishers DOI)
Abstract
According to New Public Management (NPM) doctrines, public organizations involved in service delivery and policy implementation will be induced to innovative behavior if they have enough managerial autonomy and simultaneously are subjected to managerial pressure, such as result control by government or competition of other providers. This NPM pressure-response model is tested by using survey data on 84 Flemish public organizations. These tests provide evidence for the assumed effect of NPM-like pressure on the innovative behavior of public organizations. However, the empirical model shows more complex relationships as is assumed by NPM doctrine. These complex relationships are corroborated and explained by making reference to a multiple-case study of four Flemish public organizations. An expanded political/administrative pressureresponse model, referring to legitimacy as a motivational force, is suggested in order to explain innovative behavior by public organizations. This model may help to understand the preconditions for spontaneous adaptation of public organizations.
E-info
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