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Article: An organizational echelon analysis of the determinants of red tape in public organizations

TitleAn organizational echelon analysis of the determinants of red tape in public organizations
Authors
Issue Date2008
PublisherBlackwell Publishing, Inc. The Journal's web site is located at http://www.blackwellpublishing.com/journals/PAR
Citation
Public Administration Review, 2008, v. 68 n. 6, p. 1112-1127 How to Cite?
AbstractThis article adopts an organizational echelon approach to the study of red tape in public organizations and argues that the nature and extent of red tape will vary at different levels of the organizational hierarchy. These propositions are tested with a multiple-informant survey using a lagged model. The empirical results across the three organizational echelons sampled indicate modest variations in the levels of perceived red tape and major variations in its determinants. Results from the more senior managers uphold prior research findings and hypotheses on the determinants of red tape. This is not surprising because earlier studies typically sampled senior executives. Yet the lower down the organizational hierarchy one travels, the more red tape officials perceive and the more multifaceted the findings on determinants become. The authors conclude that prior empirical work is likely to have underestimated the extent of red tape in public organizations, and oversimplified its determinants. The implications for theory and practice are discussed. © 2008 The American Society for Public Administration.
Persistent Identifierhttp://hdl.handle.net/10722/60932
ISSN
2015 Impact Factor: 2.636
2015 SCImago Journal Rankings: 2.530
References

 

DC FieldValueLanguage
dc.contributor.authorWalker, RMen_HK
dc.contributor.authorBrewer, GAen_HK
dc.date.accessioned2010-05-31T04:22:12Z-
dc.date.available2010-05-31T04:22:12Z-
dc.date.issued2008en_HK
dc.identifier.citationPublic Administration Review, 2008, v. 68 n. 6, p. 1112-1127en_HK
dc.identifier.issn0033-3352en_HK
dc.identifier.urihttp://hdl.handle.net/10722/60932-
dc.description.abstractThis article adopts an organizational echelon approach to the study of red tape in public organizations and argues that the nature and extent of red tape will vary at different levels of the organizational hierarchy. These propositions are tested with a multiple-informant survey using a lagged model. The empirical results across the three organizational echelons sampled indicate modest variations in the levels of perceived red tape and major variations in its determinants. Results from the more senior managers uphold prior research findings and hypotheses on the determinants of red tape. This is not surprising because earlier studies typically sampled senior executives. Yet the lower down the organizational hierarchy one travels, the more red tape officials perceive and the more multifaceted the findings on determinants become. The authors conclude that prior empirical work is likely to have underestimated the extent of red tape in public organizations, and oversimplified its determinants. The implications for theory and practice are discussed. © 2008 The American Society for Public Administration.en_HK
dc.languageengen_HK
dc.publisherBlackwell Publishing, Inc. The Journal's web site is located at http://www.blackwellpublishing.com/journals/PARen_HK
dc.relation.ispartofPublic Administration Reviewen_HK
dc.titleAn organizational echelon analysis of the determinants of red tape in public organizationsen_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=0033-3352&volume=68&issue=6&spage=1112&epage=1127&date=2008&atitle=An+Organizational+Echelon+Analysis+of+the+Determinants+of+Red+Tape+in+Public+Organizationsen_HK
dc.identifier.emailWalker, RM: rwalker@hkucc.hku.hken_HK
dc.identifier.authorityWalker, RM=rp00876en_HK
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.doi10.1111/j.1540-6210.2008.00959.xen_HK
dc.identifier.scopuseid_2-s2.0-54149087893en_HK
dc.identifier.hkuros166095en_HK
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-54149087893&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume68en_HK
dc.identifier.issue6en_HK
dc.identifier.spage1112en_HK
dc.identifier.epage1127en_HK
dc.publisher.placeUnited Statesen_HK
dc.identifier.scopusauthoridWalker, RM=7404929478en_HK
dc.identifier.scopusauthoridBrewer, GA=53464830200en_HK
dc.identifier.citeulike3444993-

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