Connecting the dots in Public Management : (Record no. 19874)
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| 000 -LEADER | |
|---|---|
| fixed length control field | 01876naa a2200181uu 4500 |
| 001 - CONTROL NUMBER | |
| control field | 6112115015623 |
| 003 - CONTROL NUMBER IDENTIFIER | |
| control field | OSt |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20190211161357.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 061121s2006 xx ||||gr |0|| 0 eng d |
| 999 ## - SYSTEM CONTROL NUMBERS (KOHA) | |
| Koha Dewey Subclass [OBSOLETE] | PHL2MARC21 1.1 |
| 041 ## - LANGUAGE CODE | |
| Language code of text/sound track or separate title | eng |
| 100 1# - MAIN ENTRY--PERSONAL NAME | |
| Personal name | PANDEY, Sanjay K |
| 9 (RLIN) | 8096 |
| 245 10 - TITLE STATEMENT | |
| Title | Connecting the dots in Public Management : |
| Remainder of title | political environment, organizational goal ambiguity, and the public manager's role ambiguity |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
| Place of publication, distribution, etc. | Oxford : |
| Name of publisher, distributor, etc. | Oxford University Press, |
| Date of publication, distribution, etc. | October 2006 |
| 520 3# - SUMMARY, ETC. | |
| Summary, etc. | This article is a systematic effort to study a key theoretical question from the vantage point of public sector organizational behavior. Most political science models, with a primary interest in democratic control of bureaucracy, study the political influence on the bureaucracy from an agency theory perspective. Organization behavior literature, on the other hand, is focused largely on the study of individual-level phenomena in private organizations and does not incorporate political context as part of explanatory models. This article proposes a middle-range theory to "connect the dots," beginning with disparate sources in the polity influencing organizational goal ambiguity, which in turn is expected to increase managerial role ambiguity. An empirical test, using data collected from a national survey of managers working in state human service agencies, supports this theoretical model. We find that certain types of political influence have an impact on organizational goal ambiguity, which in turn has a direct effect in increasing role ambiguity and also an indirect effect in increasing role ambiguity through organizational structure |
| 700 1# - ADDED ENTRY--PERSONAL NAME | |
| Personal name | WRIGHT, Bradley E |
| 9 (RLIN) | 11463 |
| 773 08 - HOST ITEM ENTRY | |
| Title | Journal of Public Administration research and Theory |
| Related parts | 16, 4, p. 511-532 |
| Place, publisher, and date of publication | Oxford : Oxford University Press, October 2006 |
| International Standard Serial Number | ISSN 1053-1858 |
| Record control number | |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Koha item type | Periódico |
| 998 ## - LOCAL CONTROL INFORMATION (RLIN) | |
| -- | 20061121 |
| Operator's initials, OID (RLIN) | 1501^b |
| Cataloger's initials, CIN (RLIN) | Carolina |
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