Pressure, legitimacy, and innovative behavior by public organizations
By: Verhoest, Koen
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Contributor(s): Verschuere, Bram | Bouckaert, Geert.
Material type: 
ArticlePublisher: Malden, MA : Blackwell Publishing, July 2007Governance: an international journal of Policy, Administration, and Institutions 20, 3, p. 469-497Abstract: According to New Public Management (NPM) doctrines, public organizations involved in service delivery and policy implementation will be induced to innovative behavior if they have enough managerial autonomy and simultaneously are subjected to managerial pressure, such as result control by government or competition of other providers. This NPM pressure-response model is tested by using survey data on 84 Flemish public organizations. These tests provide evidence for the assumed effect of NPM-like pressure on the innovative behavior of public organizations. However, the empirical model shows more complex relationships as is assumed by NPM doctrine. These complex relationships are corroborated and explained by making reference to a multiple-case study of four Flemish public organizations. An expanded political/administrative pressure-response model, referring to legitimacy as a motivational force, is suggested in order to explain innovative behavior by public organizations. This model may help to understand the preconditions for spontaneous adaptation of public organizations
According to New Public Management (NPM) doctrines, public organizations involved in service delivery and policy implementation will be induced to innovative behavior if they have enough managerial autonomy and simultaneously are subjected to managerial pressure, such as result control by government or competition of other providers. This NPM pressure-response model is tested by using survey data on 84 Flemish public organizations. These tests provide evidence for the assumed effect of NPM-like pressure on the innovative behavior of public organizations. However, the empirical model shows more complex relationships as is assumed by NPM doctrine. These complex relationships are corroborated and explained by making reference to a multiple-case study of four Flemish public organizations. An expanded political/administrative pressure-response model, referring to legitimacy as a motivational force, is suggested in order to explain innovative behavior by public organizations. This model may help to understand the preconditions for spontaneous adaptation of public organizations
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