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Article: The Impact of Red Tape on Governmental Performance: An Empirical Analysis

TitleThe Impact of Red Tape on Governmental Performance: An Empirical Analysis
Authors
KeywordsConcept Formation
Efficiency
Equity
Interest Groups
Management
Issue Date2010
PublisherOxford University Press. The Journal's web site is located at http://jpart.oxfordjournals.org/
Citation
Journal of Public Administration Research and Theory, 2010, v. 20 n. 1, p. 233-257 How to Cite?
AbstractThis study investigates the impact of red tape on governmental performance in the context of English local government. Both the red tape and performance constructs are multidimensional, so relationships between the concepts and their several dimensions are examined in detail. The results show that different types of red tape have varying impacts on governmental performance but that these effects are somewhat weaker than public management theory and conventional wisdom suggest. Moreover, some types of red tape affect some dimensions of performance in surprising ways. For example, internal red tape has limited effects on efficiency but inflicts considerable damage on equity. The results also show that red tape is a subject-dependent concept—known in the literature as stakeholder red tape. We contend that this alternative conceptualization of red tape opens new vistas for understanding the concept and should be explored further. The implications for public management research and practice are discussed.
Persistent Identifierhttp://hdl.handle.net/10722/207972
ISSN
2015 Impact Factor: 3.893
2015 SCImago Journal Rankings: 5.400
SSRN

 

DC FieldValueLanguage
dc.contributor.authorBrewer, GA-
dc.contributor.authorWalker, RM-
dc.date.accessioned2015-01-29T00:33:23Z-
dc.date.available2015-01-29T00:33:23Z-
dc.date.issued2010-
dc.identifier.citationJournal of Public Administration Research and Theory, 2010, v. 20 n. 1, p. 233-257-
dc.identifier.issn1053-1858-
dc.identifier.urihttp://hdl.handle.net/10722/207972-
dc.description.abstractThis study investigates the impact of red tape on governmental performance in the context of English local government. Both the red tape and performance constructs are multidimensional, so relationships between the concepts and their several dimensions are examined in detail. The results show that different types of red tape have varying impacts on governmental performance but that these effects are somewhat weaker than public management theory and conventional wisdom suggest. Moreover, some types of red tape affect some dimensions of performance in surprising ways. For example, internal red tape has limited effects on efficiency but inflicts considerable damage on equity. The results also show that red tape is a subject-dependent concept—known in the literature as stakeholder red tape. We contend that this alternative conceptualization of red tape opens new vistas for understanding the concept and should be explored further. The implications for public management research and practice are discussed.-
dc.languageeng-
dc.publisherOxford University Press. The Journal's web site is located at http://jpart.oxfordjournals.org/-
dc.relation.ispartofJournal of Public Administration Research and Theory-
dc.subjectConcept Formation-
dc.subjectEfficiency-
dc.subjectEquity-
dc.subjectInterest Groups-
dc.subjectManagement-
dc.titleThe Impact of Red Tape on Governmental Performance: An Empirical Analysisen_US
dc.typeArticleen_US
dc.identifier.emailWalker, RM: rwalker@hkucc.hku.hk-
dc.identifier.doi10.1093/jopart/mun040-
dc.identifier.scopuseid_2-s2.0-73549111568-
dc.identifier.hkuros171074-
dc.identifier.volume20-
dc.identifier.issue1-
dc.identifier.spage233-
dc.identifier.epage257-
dc.publisher.placeUnited Kingdom-
dc.identifier.ssrn1528343-

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