Regulatory reform and bureaucracy in Southeast Asia: variations and consequences
In: Research in Public Policy Analysis and Management; Comparative Governance Reform in Asia: Democracy, Corruption, and Government Trust, S. 111-134
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In: Research in Public Policy Analysis and Management; Comparative Governance Reform in Asia: Democracy, Corruption, and Government Trust, S. 111-134
In: Commodities and Colonialism, S. 97-122
In: Sociology: the journal of the British Sociological Association, Band 3, Heft 1, S. 121-124
ISSN: 1469-8684
In: Analysis of current developments in the Soviet Union, Heft 26, S. 1-7
ISSN: 0003-2646
In: Indian journal of public administration, Band 12, Heft 2, S. 266-269
ISSN: 2457-0222
In: Kyklos: international review for social sciences, Band 11, Heft 4, S. 459-489
ISSN: 1467-6435
In: The journal of politics: JOP, Band 16, Heft 3, S. 539-550
ISSN: 1468-2508
In: The southwestern social science quarterly, Band 15, S. 185-200
ISSN: 0276-1742
In: Journal of Asian and African studies: JAAS, Band 24, Heft 1-2, S. 49
ISSN: 0021-9096
In: Political studies, Band 19, S. 383-402
ISSN: 0032-3217
In: Review of public personnel administration, Band 29, Heft 4, S. 311-326
ISSN: 1552-759X
Government reinvention advocates assert that less bureaucratic work environments will spark higher creativity, more risk taking, and greater productivity in public employees. Although government reinvention remains a topic of interest to scholars and practitioners alike, these particular arguments lack empirical support. In response, this article tests the relationship between different forms of bureaucratic control (formalization, red tape, and centralization) and reported employee perceptions and behavior in local governments. Analyzing mail survey data from a study of the employees of four cities in a Midwestern state, this article finds that employee responses to bureaucratic control are not as straightforward as reinventionists expect. Different types of bureaucratic control are related to distinct employee responses, and sometimes these responses are the very behaviors that reinventionists seek to trigger by reducing bureaucracy.
In: Studies in Indian politics, Band 1, Heft 1, S. 119-120
ISSN: 2321-7472
Akhil Gupta, Red Tape: Bureaucracy, Structural Violence and Poverty in India. New Delhi: Orient Blackswan. 2012. 368 pages. ₹ 895.
In: Perspectives on political science, Band 27, Heft 3, S. 178
ISSN: 1045-7097
'After Development: The Transformation of the Korean Presidency and Bureaucracy' by Sung Deuk Hahm and L. Christopher Plein is reviewed.
In: Research in the sociology of organizations, v. 35
This special volume brings together leading scholars in the field of organisation studies to reflect on the universal phenomena of hierarchy (vertical organisation of tasks) and bureaucracy (rule-bound execution of tasks). The result is a colourful kaleidoscope of thought-provoking, critical and refreshingly non-mainstream analysis of hierarchy and bureaucracy. The chapters range from minute accounts of a single case to broader historical analysis, from the 'classical' journal paper to essay-style elaborations. The first section provides fundamentals and historical accounts of bureaucracy, highlighting negative and positive effects of bureaucracy and a differentiated picture with some future outlook. The second section focuses on the analysis of organisational, cultural and socio-psychological aspects of hierarchy and bureaucracy by interrogating hierarchy in contemporary work via a new framework, exploring the cultural fantasy of hierarchy and sovereignty, and examining subordinates' challenges to organisational hierarchy. The final section comprises two chapters which provide some alternative views on, and alternatives to hierarchy. One is alarming, the other is puzzling.