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Perceived Organizational Red Tape and Organizational Performance in Public Services

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Perceived Organizational Red Tape and Organizational Performance in Public Services. / Jacobsen, Christian Bøtcher; Jakobsen, Mads Leth.

I: Public Administration Review, Bind 78, Nr. 1, 2018, s. 24-36.

Publikation: Bidrag til tidsskrift/Konferencebidrag i tidsskrift /Bidrag til avisTidsskriftartikelForskningpeer review

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@article{f2cbff7fe12e40e9aa5947e0b8f2f113,
title = "Perceived Organizational Red Tape and Organizational Performance in Public Services",
abstract = "The claim that perceived organizational red tape hampers public services has become a central theme in public administration research. Surprisingly, however, few scholars have empirically examined the impact of perceived red tape on organizational performance. This study empirically analyzes how perceived organizational red tape among managers and frontline staff relates to objectively measured performance. The data consists of survey responses from teachers and principals at Danish upper secondary schools combined with grade-level administrative performance data. Based on theories of red tape and motivation crowding, we hypothesize that perceived organizational red tape reduces performance within such organizations. The empirical result is a small, negative relationship between staff perception of red tape and performance, and no relationship between manager-perceived red tape and performance.",
author = "Jacobsen, {Christian B{\o}tcher} and Jakobsen, {Mads Leth}",
year = "2018",
doi = "10.1111/puar.12817",
language = "English",
volume = "78",
pages = "24--36",
journal = "Public Administration Review",
issn = "0033-3352",
publisher = "Wiley-Blackwell Publishing, Inc.",
number = "1",

}

RIS

TY - JOUR

T1 - Perceived Organizational Red Tape and Organizational Performance in Public Services

AU - Jacobsen, Christian Bøtcher

AU - Jakobsen, Mads Leth

PY - 2018

Y1 - 2018

N2 - The claim that perceived organizational red tape hampers public services has become a central theme in public administration research. Surprisingly, however, few scholars have empirically examined the impact of perceived red tape on organizational performance. This study empirically analyzes how perceived organizational red tape among managers and frontline staff relates to objectively measured performance. The data consists of survey responses from teachers and principals at Danish upper secondary schools combined with grade-level administrative performance data. Based on theories of red tape and motivation crowding, we hypothesize that perceived organizational red tape reduces performance within such organizations. The empirical result is a small, negative relationship between staff perception of red tape and performance, and no relationship between manager-perceived red tape and performance.

AB - The claim that perceived organizational red tape hampers public services has become a central theme in public administration research. Surprisingly, however, few scholars have empirically examined the impact of perceived red tape on organizational performance. This study empirically analyzes how perceived organizational red tape among managers and frontline staff relates to objectively measured performance. The data consists of survey responses from teachers and principals at Danish upper secondary schools combined with grade-level administrative performance data. Based on theories of red tape and motivation crowding, we hypothesize that perceived organizational red tape reduces performance within such organizations. The empirical result is a small, negative relationship between staff perception of red tape and performance, and no relationship between manager-perceived red tape and performance.

U2 - 10.1111/puar.12817

DO - 10.1111/puar.12817

M3 - Journal article

VL - 78

SP - 24

EP - 36

JO - Public Administration Review

JF - Public Administration Review

SN - 0033-3352

IS - 1

ER -