Organizational Resistance to Participatory Approaches in Public Agencies : (Record no. 21016)
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| 000 -LEADER | |
|---|---|
| fixed length control field | 01991naa a2200193uu 4500 |
| 001 - CONTROL NUMBER | |
| control field | 6122614123521 |
| 003 - CONTROL NUMBER IDENTIFIER | |
| control field | OSt |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20190211161932.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 061226s2006 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 | KUMAR, Sushil |
| 9 (RLIN) | 29434 |
| 245 10 - TITLE STATEMENT | |
| Title | Organizational Resistance to Participatory Approaches in Public Agencies : |
| Remainder of title | An Analysis of Forest Department's Resistance to Community-Based Forest Management |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
| Place of publication, distribution, etc. | Philadelphia, PA : |
| Name of publisher, distributor, etc. | Routledge, |
| Date of publication, distribution, etc. | June 2006 |
| 520 3# - SUMMARY, ETC. | |
| Summary, etc. | The organizational resistance of public agencies to participatory approaches is analyzed by means of a case study involving the implementation of community-based forest management (CBFM) in India. Both exogenous and endogenous causes of resistance are identified, and a theoretical model proposed. The model consists of two dimensions of resistance to change (structural resistance and cultural resistance) and three categories of causal factors (organizational, personal, and environmental factors). The model is empirically tested using the perceptions of senior and middle management level members of the state Forest Departments (FDs) of four states in India, collected through a questionnaire survey. The empirical findings are used to suggest strengthening of public management theories on four aspects: the distinction between structural and cultural resistance; inclusion of extra-organizational processes; the distinction between individual and organizational learning; and the need to differentiate between the impacts of the legislative and executive wings on public agencies' organizational resistance. The results are used to suggest some specific measures to deal with the organizational inertia in public agencies. |
| 700 1# - ADDED ENTRY--PERSONAL NAME | |
| Personal name | KANT, Shashi |
| 9 (RLIN) | 29435 |
| 773 08 - HOST ITEM ENTRY | |
| Title | International Public Management Journal |
| Related parts | 9, 2, p. 141 - 173 |
| Place, publisher, and date of publication | Philadelphia, PA : Routledge, June 2006 |
| International Standard Serial Number | ISSN 1096-7494 |
| Record control number | |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Koha item type | Periódico |
| 998 ## - LOCAL CONTROL INFORMATION (RLIN) | |
| -- | 20061226 |
| Operator's initials, OID (RLIN) | 1412^b |
| Cataloger's initials, CIN (RLIN) | Natália |
| 998 ## - LOCAL CONTROL INFORMATION (RLIN) | |
| -- | 20070110 |
| Operator's initials, OID (RLIN) | 1546^b |
| Cataloger's initials, CIN (RLIN) | Zailton |
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