Abstract
Agencification and granting public sector organizations managerial autonomy in particular is believed to change organizational cultures, away from traditional compliance- and detail-oriented bureaucratic cultures and towards organizational cultures which are more oriented towards external customers. There is however very little empirical information on the relationship between managerial autonomy and organizational culture. Using a unique data set on public agencies in Flanders, we not only test how managerial autonomy affects the strength of a customer-oriented culture within public sectors but also examine whether this culture becomes dominant over traditional public administration culture. Analysis shows that managerial autonomy positively affects a customer-oriented culture; however, it does not make it a dominant culture.
Original language | English |
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Pages (from-to) | 356-379 |
Journal | Public Management Review |
Volume | 17 |
Issue number | 3 |
DOIs | |
Publication status | Published - 16 Mar 2015 |
Externally published | Yes |
Keywords
- New public management
- organizational culture
- autonomous agencies
- AUTONOMY
- AGENCIFICATION
- PERFORMANCE
- INNOVATION
- AGENCIES
- STRATEGIES
- BEHAVIOR
- MODELS
- FIRM