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Article: Representative bureaucracy, organizational strategy, and public service performance: An empirical analysis of english local government

TitleRepresentative bureaucracy, organizational strategy, and public service performance: An empirical analysis of english local government
Authors
Issue Date2005
PublisherOxford University Press. The Journal's web site is located at http://jpart.oxfordjournals.org/
Citation
Journal Of Public Administration Research And Theory, 2005, v. 15 n. 4, p. 489-504 How to Cite?
AbstractThe theory of representative bureaucracy suggests that organizations perform better if their workforces reflect the characteristics of their constituent populations. The management literature implies that the impact of representative bureaucracy is contingent on organizational strategy. Our empirical evidence on English local government is inconsistent with the basic theory of representative bureaucracy but supports a moderating effect of organizational strategy. Representative bureaucracy is negatively associated with citizens' perceptions of local authority performance. However, organizations pursuing a prospector strategy are able to mitigate this negative relationship.
Persistent Identifierhttp://hdl.handle.net/10722/89869
ISSN
2015 Impact Factor: 3.893
2015 SCImago Journal Rankings: 5.400
ISI Accession Number ID
References

 

DC FieldValueLanguage
dc.contributor.authorAndrews, Ren_HK
dc.contributor.authorBoyne, GAen_HK
dc.contributor.authorMeier, KJen_HK
dc.contributor.authorO'Toole Jr, LJen_HK
dc.contributor.authorWalker, RMen_HK
dc.date.accessioned2010-09-06T10:02:48Z-
dc.date.available2010-09-06T10:02:48Z-
dc.date.issued2005en_HK
dc.identifier.citationJournal Of Public Administration Research And Theory, 2005, v. 15 n. 4, p. 489-504en_HK
dc.identifier.issn1053-1858en_HK
dc.identifier.urihttp://hdl.handle.net/10722/89869-
dc.description.abstractThe theory of representative bureaucracy suggests that organizations perform better if their workforces reflect the characteristics of their constituent populations. The management literature implies that the impact of representative bureaucracy is contingent on organizational strategy. Our empirical evidence on English local government is inconsistent with the basic theory of representative bureaucracy but supports a moderating effect of organizational strategy. Representative bureaucracy is negatively associated with citizens' perceptions of local authority performance. However, organizations pursuing a prospector strategy are able to mitigate this negative relationship.en_HK
dc.languageengen_HK
dc.publisherOxford University Press. The Journal's web site is located at http://jpart.oxfordjournals.org/en_HK
dc.relation.ispartofJournal of Public Administration Research and Theoryen_HK
dc.rightsJournal of Public Administration Research and Theory. Copyright © Oxford University Press.en_HK
dc.titleRepresentative bureaucracy, organizational strategy, and public service performance: An empirical analysis of english local governmenten_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=1053-1858&volume=15&issue=4&spage=489&epage=504&date=2005&atitle=Representative+bureaucracy,+organizational+strategy+and+public+service+performance:+an+empirical+analysis+of+English+local+governmenten_HK
dc.identifier.emailWalker, RM: rwalker@hkucc.hku.hken_HK
dc.identifier.authorityWalker, RM=rp00876en_HK
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.doi10.1093/jopart/mui032en_HK
dc.identifier.scopuseid_2-s2.0-24644490711en_HK
dc.identifier.hkuros121245en_HK
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-24644490711&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume15en_HK
dc.identifier.issue4en_HK
dc.identifier.spage489en_HK
dc.identifier.epage504en_HK
dc.identifier.isiWOS:000231826600002-
dc.publisher.placeUnited Kingdomen_HK
dc.identifier.scopusauthoridAndrews, R=9637387400en_HK
dc.identifier.scopusauthoridBoyne, GA=7004356569en_HK
dc.identifier.scopusauthoridMeier, KJ=7103162457en_HK
dc.identifier.scopusauthoridO'Toole Jr, LJ=7005261192en_HK
dc.identifier.scopusauthoridWalker, RM=7404929478en_HK
dc.identifier.citeulike314386-

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