KUMAR, Sushil
Public agencies and collaborative management approaches : examining resistance among administrative professionals - Thousand Oaks : SAGE, September 2007
Resistance among administrative professionals to participatory approaches is analyzed by means of a case study involving the implementation of community-based forest management (CBFM) in India. The model consists of two dimensions of attitudinal resistance to changedisapproval of CBFM regime by forest managers (a) at individual level and (b) at organizational leveland four categories of factors influencing resistance: personality traits, organizational factors, external environmental factors, and socialization factors. The model is empirically tested using the perceptions of forest managers working in state Forest Departments of four states in India. The empirical findings are used to suggest strengthening of organization and public administration theories on four aspects and to suggest some specific measures to deal with the attitudinal inertia of public administrators
Public agencies and collaborative management approaches : examining resistance among administrative professionals - Thousand Oaks : SAGE, September 2007
Resistance among administrative professionals to participatory approaches is analyzed by means of a case study involving the implementation of community-based forest management (CBFM) in India. The model consists of two dimensions of attitudinal resistance to changedisapproval of CBFM regime by forest managers (a) at individual level and (b) at organizational leveland four categories of factors influencing resistance: personality traits, organizational factors, external environmental factors, and socialization factors. The model is empirically tested using the perceptions of forest managers working in state Forest Departments of four states in India. The empirical findings are used to suggest strengthening of organization and public administration theories on four aspects and to suggest some specific measures to deal with the attitudinal inertia of public administrators
