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| 001 | 6032816104621 | ||
| 003 | OSt | ||
| 005 | 20241227111432.0 | ||
| 008 | 060328s2006 xx ||||gr |0|| 0 eng d | ||
| 100 | 1 |
_923142 _aAndrews, Rhys |
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| 245 | 1 | 0 |
_aRepresentative Bureaucracy, Organizational Strategy, and Public Service Performance : _bAn Empirical Analysis of English Local Government |
| 260 |
_aLondon, UK : _bOxford journals, _cOctober 2005 |
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| 520 | 3 | _aThe theory of representative bureaucracy suggests that organizations perform better if their workforces reflect the characteristics of their constituent populations. The management literature implies that the impact of representative bureaucracy is contingent on organizational strategy. Our empirical evidence on English local government is inconsistent with the basic theory of representative bureaucracy but supports a moderating effect of organizational strategy. Representative bureaucracy is negatively associated with citizens' perceptions of local authority performance. However, organizations pursuing a prospector strategy are able to mitigate this negative relationship. | |
| 700 | 1 |
_91396 _a Boyne, George A. |
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| 700 | 1 |
_916327 _aMeier, Kenneth J. |
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| 700 | 1 |
_aJR.,Laurence J. O'Toole _923971 |
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| 700 | 1 |
_aWALKER, Richard M. _916544 |
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| 773 | 0 | 8 |
_tJournal of Public Administration Research and Theory _g15, 4, p. 489-504 _dLondon, UK : Oxford journals, October 2005 _xISSN 1053-1858 _w |
| 942 | _cS | ||
| 998 |
_a20060328 _b1610^b _cNatália |
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_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c15263 _d15263 |
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| 041 | _aeng | ||