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How Much Decentralization?
11 references·14 citing·45 second hop
How Much Decentralization? (2005)How Much Decentralization?The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)The iron cage revisited insti…The Reinvention of Public Personnel Administration: An Analysis of the Diffusion of Personnel Management Reforms in the States (2003)The Reinvention of Public Per…Personnel Deregulation: Exploring Differences in the American States (2001)Personnel Deregulation: Explo…Decentralization of Human Resource Management (2000)Decentralization of Human Res…The Role of City Managers (1999)The Role of City ManagersThe Paradox of Managerialism (1999)The Paradox of ManagerialismManagerialism ‐ something old, something borrowed, little new (1998)Managerialism ‐ something old…International encyclopedia of public policy and administration (1998)International encyclopedia of…The New Public Management: Canada in Comparative Perspective (1997)The New Public Management: Ca…The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)The Iron Cage Revisited: Inst…International Encyclopedia of Public Policy and Administration Volume 1 (1968)International Encyclopedia of…Balancing Managerialism and Autonomy: A Panel Study of the Link Between Managerial Autonomy, Performance Goals, and Organizational Performance (2022)Balancing Managerialism and A…The influence of regulative contents, stakeholders, and formalization on managerial autonomy perceived at the front line (2021)The influence of regulative c…Keeping a watchful eye in times of turmoil? How repeated structural reform leads to more attention to political signals (2020)Keeping a watchful eye in tim…On the Minister’s Tight Leash? Media Appearance and Autonomy in Public Agencies (2019)On the Minister’s Tight Leash…Explaining variation in perceived managerial autonomy and direct politicization in European public sectors (2018)Explaining variation in perce…Bureaucratic autonomy and policy capacity in the implementation of capitation payment systems in primary healthcare: comparative case studies of three districts in Central Java, Indonesia (2018)Bureaucratic autonomy and pol…Les cadres intermédiaires de la fonction publique (2015)Les cadres intermédiaires de …Les aspects inexplorés de l'autonomie bureaucratique : état des lieux et perspectives (2014)Les aspects inexplorés de l'a…With a view to make things better: individual characteristics and intentions to engage in management innovation (2013)With a view to make things be…The devolution of HRM to middle managers in the Irish health service (2010)The devolution of HRM to midd…Decentralization and ‘Consumerization’ of the Training Function: The ‘Re-invention’ of the Central Training Institute of Hong Kong (2010)Decentralization and ‘Consume…Change from below: the role of middle managers in mediating paradoxical change (2010)Change from below: the role o…Investigating the ‘NPM-ness’ of agencies in Italy and Flanders (2009)Investigating the ‘NPM-ness’ …Explaining autonomy of public sector agencies in Norway, Ireland and Flanders (2007)Explaining autonomy of public…The Social Psychology of Organizations. 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(1965)Organizational Stress: Studies in Role Conflict and Ambiguity. (1965)Administrative Procedures as Instruments of Political Control (1987)Governance structures and accounting at large municipalities (2003)Motivational Bases and Emotional Labor: Assessing the Impact of Public Service Motivation (2011)Adoption of Electronic Technologies in Local U.S. Governments (2012)A Garbage Can Model of Organizational Choice (1972)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Population Ecology of Organizations (1977)Managing Legitimacy: Strategic and Institutional Approaches (1995)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)International Norm Dynamics and Political Change (1998)A PUBLIC MANAGEMENT FOR ALL SEASONS? (1991)Public Management: The New Zealand Model (1998)Control, Bargains, and Cheating: The Politics of Public-Service Reform (2002)Compliance or pragmatism: how do academics deal with managerialism in higher education? A comparative study in three countries (2011)Innovation-Oriented Culture in the Public Sector: Do managerial autonomy and result control lead to innovation? (2013)From Max Weber: Essays in Sociology (2014)Implementation and Public Policy (1984)Reinventing government: how the entrepreneurial spirit is transforming the public sector (1993)Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector (1995)Beyond Cognition: Affective Leadership and Emotional Labor (2008)Employee performance evaluation: a fuzzy approach (2013)A Squire Index Update (2017)A Regression Model Explaining Predisposition to Collaborate (2002)Intergovernmental Management: A View from the Bottom (2006)Meso-level theory of accountability in organizations (2008)E‐Government and E‐Governance: The Future Isn't What It Used To Be (2003)Reshaping Public Sector Accounting: An International Comparative View (2003)New Political Governance in Westminster Systems: Impartial Public Administration and Management Performance at Risk (2012)Corporate Social and Financial Performance: A Meta-Analysis (2003)Understanding Collaboration Among Nonprofit Organizations: Combining Resource Dependency, Institutional, and Network Perspectives (2005)When Government Becomes the Principal Philanthropist: The Effects of Public Funding on Patterns of Nonprofit Governance (2007)
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References

  • 1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields38,372 cited
  • 2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields25,805 cited
  • 1997The New Public Management: Canada in Comparative Perspective339 cited
  • 1999The Paradox of Managerialism182 cited
  • 1998International encyclopedia of public policy and administration158 cited
  • 1998Managerialism ‐ something old, something borrowed, little new146 cited
  • 2003The Reinvention of Public Personnel Administration: An Analysis of the Diffusion of Personnel Management Reforms in the States107 cited
  • 1968International Encyclopedia of Public Policy and Administration Volume 186 cited
  • 1999The Role of City Managers60 cited
  • 2001Personnel Deregulation: Exploring Differences in the American States39 cited
  • 2000Decentralization of Human Resource Management34 cited

Cited by

  • 2010Change from below: the role of middle managers in mediating paradoxical change107 cited
  • 2010The devolution of HRM to middle managers in the Irish health service37 cited
  • 2009Investigating the ‘NPM-ness’ of agencies in Italy and Flanders24 cited

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2018
Bureaucratic autonomy and policy capacity in the implementation of capitation payment systems in primary healthcare: comparative case studies of three districts in Central Java, Indonesia
24 cited
  • 2018Explaining variation in perceived managerial autonomy and direct politicization in European public sectors23 cited
  • 2020Keeping a watchful eye in times of turmoil? How repeated structural reform leads to more attention to political signals19 cited
  • 2022Balancing Managerialism and Autonomy: A Panel Study of the Link Between Managerial Autonomy, Performance Goals, and Organizational Performance18 cited
  • 2015Les cadres intermédiaires de la fonction publique18 cited
  • 2013With a view to make things better: individual characteristics and intentions to engage in management innovation16 cited
  • 2021The influence of regulative contents, stakeholders, and formalization on managerial autonomy perceived at the front line10 cited
  • 2010Decentralization and ‘Consumerization’ of the Training Function: The ‘Re-invention’ of the Central Training Institute of Hong Kong7 cited
  • 2007Explaining autonomy of public sector agencies in Norway, Ireland and Flanders6 cited
  • 2014Les aspects inexplorés de l'autonomie bureaucratique : état des lieux et perspectives5 cited
  • 2019On the Minister’s Tight Leash? Media Appearance and Autonomy in Public Agencies3 cited