Although there is considerable evidence for the hypothesis that an efficient use of management techniques is the key to a good public service delivery, a lot of studies come to the conclusion that there is only partial, reluctant implementation or even a general lack of the use of such techniques by public managers. This paper examines the determinants for the use of quality management techniques in public sector organizations from six EU countries. It turns out that especially more organizational autonomy and result control appear to be of importance while, surprisingly, the combination of these variables leads to negative results.
- quality management techniques
- managerial autonomy
- fractional response model