000			01567naa a2200169uu 4500
001			6032416124421
003			OSt
005			20190211160806.0
008			060324s2006 xx ||||gr |0|| 0 eng d
100	1		_aHERNES, Tor _923769
245	1	0	_aFour ideal-type organizational responses to New Public Management reforms and some consequences
260			_aThousand Oaks, CA : _bSage publications, _cMarch 2005
520	3		_aWith its dual focus on service and accountability, New Public Management (NPM) accentuates the inherent tension between the logics of service and accountability respectively in local public administration. The present article explores, from an organization theory perspective, possible organizational responses to tensions created by the introduction of NPM. The article identifies four possible ideal-type organizational responses to NPM. First, paralysis, whereby unresolved conflict leads to a stand-off situation between management and staff. Second, ritualistic decoupling, in the sense of decoupling between espoused and enacted practices. Third, loose coupling between functions and individuals. Fourth, organic adaptation, whereby the tension is handled constructively through internal structural and cultural differentiation. Possible causes and consequences of each of these responses for management are discussed.
773	0	8	_tInternational Review of Administrative Sciences _g71, 1, p. 5-17 _dThousand Oaks, CA : Sage publications, March 2005 _xISSN 0020-8523 _w
942			_cS
998			_a20060324 _b1612^b _cNatália
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c15175 _d15175
041			_aeng