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Article: Can management strategy minimize the impact of red tape on organizational performance?

TitleCan management strategy minimize the impact of red tape on organizational performance?
Authors
KeywordsRed tape
Management strategy
Organizational performance
English local government
Issue Date2009
PublisherSage Publications, Inc. The Journal's web site is located at http://www.sagepub.com/journal.aspx?pid=12
Citation
Administration & Society, 2009, v. 41 n. 4, p. 423-448 How to Cite?
AbstractThis study investigates the effects of red tape and strategy on organizational performance. Data come from 135 English local government authorities. Data are collected on several dimensions of red tape, three types of strategy (prospecting, defending, and reacting), and internal and external perceptual measures of organizational performance. The findings show that red tape lowers performance. The harmful effects of red tape are, however, mitigated by a strategic stance of prospecting. Defending has no effect on the impact of red tape on organizational performance, whereas reacting tends to amplify the harmful effects—thus worsening organizational performance. The primary implication of these findings is that public organizations should move toward more proactive strategies.
Persistent Identifierhttp://hdl.handle.net/10722/207974
ISSN
2015 Impact Factor: 0.891
2015 SCImago Journal Rankings: 0.880

 

DC FieldValueLanguage
dc.contributor.authorWalker, RM-
dc.contributor.authorBrewer, GA-
dc.date.accessioned2015-01-29T01:18:24Z-
dc.date.available2015-01-29T01:18:24Z-
dc.date.issued2009-
dc.identifier.citationAdministration & Society, 2009, v. 41 n. 4, p. 423-448-
dc.identifier.issn0095-3997-
dc.identifier.urihttp://hdl.handle.net/10722/207974-
dc.description.abstractThis study investigates the effects of red tape and strategy on organizational performance. Data come from 135 English local government authorities. Data are collected on several dimensions of red tape, three types of strategy (prospecting, defending, and reacting), and internal and external perceptual measures of organizational performance. The findings show that red tape lowers performance. The harmful effects of red tape are, however, mitigated by a strategic stance of prospecting. Defending has no effect on the impact of red tape on organizational performance, whereas reacting tends to amplify the harmful effects—thus worsening organizational performance. The primary implication of these findings is that public organizations should move toward more proactive strategies.-
dc.languageeng-
dc.publisherSage Publications, Inc. The Journal's web site is located at http://www.sagepub.com/journal.aspx?pid=12-
dc.relation.ispartofAdministration & Society-
dc.rightsAdministration & Society. Copyright © Sage Publications, Inc.-
dc.subjectRed tape-
dc.subjectManagement strategy-
dc.subjectOrganizational performance-
dc.subjectEnglish local government-
dc.titleCan management strategy minimize the impact of red tape on organizational performance?en_US
dc.typeArticleen_US
dc.identifier.emailWalker, RM: rwalker@hkucc.hku.hk-
dc.identifier.emailBrewer, GA: cmsbrew@ uga.edu-
dc.identifier.doi10.1177/0095399709338027-
dc.identifier.scopuseid_2-s2.0-69449095831-
dc.identifier.hkuros171091-
dc.identifier.volume41-
dc.identifier.issue4-
dc.identifier.spage423-
dc.identifier.epage448-
dc.publisher.placeUnited States-

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