An organizational echelon analysis of the determinants of red tape in public organizations
By: WALKER, Richard M
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Contributor(s): BREWER, Gene A.
Material type: 
ArticlePublisher: Hoboken : Wiley-Blackwell, nov./dez. 2008Public Administration Review - PAR 68, 6, p. 1112-1127Abstract: Richard M. Walker of the University of Hong Kong and Gene A. Brewer of the University of Georgia offer a hierarchical approach to the study of red tape in public organizations. They argue that the nature and extend of red tape will vary at different levels of an organizational echelon. Propositions are tested with a multiple-informant survey using a lagged model. Empirical results across three sampled organizational echelons indicate modest variations in the levels of perceived red tape and major variations in its determinants. The authors show that the lower down the organizational hierarchy one travels, the more red tape official perceive and the more multifaceted the findings on determinants become. Discussing the implications for theory and practice, they conclude that prior empirical work has likely underestimated the extend of red tape in public organizations and oversimplified its determinants.
Richard M. Walker of the University of Hong Kong and Gene A. Brewer of the University of Georgia offer a hierarchical approach to the study of red tape in public organizations. They argue that the nature and extend of red tape will vary at different levels of an organizational echelon. Propositions are tested with a multiple-informant survey using a lagged model. Empirical results across three sampled organizational echelons indicate modest variations in the levels of perceived red tape and major variations in its determinants. The authors show that the lower down the organizational hierarchy one travels, the more red tape official perceive and the more multifaceted the findings on determinants become. Discussing the implications for theory and practice, they conclude that prior empirical work has likely underestimated the extend of red tape in public organizations and oversimplified its determinants.
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