Title
Do NPM-type reforms lead to a cultural revolution within public sector organizations?Do NPM-type reforms lead to a cultural revolution within public sector organizations?
Author
Faculty/Department
Faculty of Social Sciences. Political Sciences
Research group
Public Administration & Management
Publication type
article
Publication
Londen,
Subject
Economics
Law
Source (journal)
Public management review. - Londen
Volume/pages
17(2015):3, p. 356-379
ISSN
1471-9037
ISI
000348509500003
Carrier
E
Target language
English (eng)
Full text (Publishers DOI)
Affiliation
University of Antwerp
Abstract
Agencification and granting public sector organizations managerial autonomy in particular is believed to change organizational cultures, away from traditional compliance- and detail-oriented bureaucratic cultures and towards organizational cultures which are more oriented towards external customers. There is however very little empirical information on the relationship between managerial autonomy and organizational culture. Using a unique data set on public agencies in Flanders, we not only test how managerial autonomy affects the strength of a customer-oriented culture within public sectors but also examine whether this culture becomes dominant over traditional public administration culture. Analysis shows that managerial autonomy positively affects a customer-oriented culture; however, it does not make it a dominant culture.
E-info
https://repository.uantwerpen.be/docman/iruaauth/cfa0e9/3b22af79db1.pdf
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Handle