Decentralization in public sector organizations: Do organizational autonomy and result control lead to decentralization toward lower hierarchical levels?

Jan Wynen*, Koen Verhoest, Kristin Rubecksen

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

Abstract

Decentralization of managerial authority in public organizations, from top management to lower hierarchical levels, is believed to lead to more committed and empowered middle and lower managers and consequently to improved organizational performance. This article provides an empirical understanding of the effect of organizational autonomy and result control on internal decentralization of managerial decision-making in public sector organizations. Results show that organizational autonomy and result control affect the degree of internal decentralization, and so, too, do organizational size and age.

Original languageEnglish
Pages (from-to)496-520
JournalPublic Performance & Management Review
Volume37
Issue number3
DOIs
Publication statusPublished - Mar 2014
Externally publishedYes

Keywords

  • decentralization
  • interaction terms
  • public sector organizations
  • HUMAN-RESOURCE MANAGEMENT
  • DECISION-MAKING
  • CENTRALIZATION
  • SIZE
  • PERSPECTIVE
  • PERFORMANCE
  • BUREAUCRACY

Cite this

@article{0d0306622010487cb8020d5b8e128b16,
title = "Decentralization in public sector organizations: Do organizational autonomy and result control lead to decentralization toward lower hierarchical levels?",
abstract = "Decentralization of managerial authority in public organizations, from top management to lower hierarchical levels, is believed to lead to more committed and empowered middle and lower managers and consequently to improved organizational performance. This article provides an empirical understanding of the effect of organizational autonomy and result control on internal decentralization of managerial decision-making in public sector organizations. Results show that organizational autonomy and result control affect the degree of internal decentralization, and so, too, do organizational size and age.",
keywords = "decentralization, interaction terms, public sector organizations, HUMAN-RESOURCE MANAGEMENT, DECISION-MAKING, CENTRALIZATION, SIZE, PERSPECTIVE, PERFORMANCE, BUREAUCRACY",
author = "Jan Wynen and Koen Verhoest and Kristin Rubecksen",
year = "2014",
month = "3",
doi = "10.2753/PMR1530-9576370307",
language = "English",
volume = "37",
pages = "496--520",
journal = "Public Performance & Management Review",
issn = "1530-9576",
publisher = "M.E. Sharpe Inc.",
number = "3",

}

Decentralization in public sector organizations : Do organizational autonomy and result control lead to decentralization toward lower hierarchical levels? / Wynen, Jan; Verhoest, Koen; Rubecksen, Kristin.

In: Public Performance & Management Review, Vol. 37, No. 3, 03.2014, p. 496-520.

Research output: Contribution to journalArticleScientificpeer-review

TY - JOUR

T1 - Decentralization in public sector organizations

T2 - Do organizational autonomy and result control lead to decentralization toward lower hierarchical levels?

AU - Wynen, Jan

AU - Verhoest, Koen

AU - Rubecksen, Kristin

PY - 2014/3

Y1 - 2014/3

N2 - Decentralization of managerial authority in public organizations, from top management to lower hierarchical levels, is believed to lead to more committed and empowered middle and lower managers and consequently to improved organizational performance. This article provides an empirical understanding of the effect of organizational autonomy and result control on internal decentralization of managerial decision-making in public sector organizations. Results show that organizational autonomy and result control affect the degree of internal decentralization, and so, too, do organizational size and age.

AB - Decentralization of managerial authority in public organizations, from top management to lower hierarchical levels, is believed to lead to more committed and empowered middle and lower managers and consequently to improved organizational performance. This article provides an empirical understanding of the effect of organizational autonomy and result control on internal decentralization of managerial decision-making in public sector organizations. Results show that organizational autonomy and result control affect the degree of internal decentralization, and so, too, do organizational size and age.

KW - decentralization

KW - interaction terms

KW - public sector organizations

KW - HUMAN-RESOURCE MANAGEMENT

KW - DECISION-MAKING

KW - CENTRALIZATION

KW - SIZE

KW - PERSPECTIVE

KW - PERFORMANCE

KW - BUREAUCRACY

U2 - 10.2753/PMR1530-9576370307

DO - 10.2753/PMR1530-9576370307

M3 - Article

VL - 37

SP - 496

EP - 520

JO - Public Performance & Management Review

JF - Public Performance & Management Review

SN - 1530-9576

IS - 3

ER -