000			01572naa a2200193uu 4500
001			6120615395921
003			OSt
005			20190211161459.0
008			061206s1996 xx ||||gr |0|| 0 eng d
100	1		_aLANDSBERGEN, David _95856
245	1	0	_aWhy public managers should not be afraid to enter the "gray zone" : _bstrategic management and public law
260			_aThousand Oaks : _bSAGE, _cAugust 1996
520	3		_aPublic managers must understand that there are legal "gray zones "-areas where the law is ambiguous or silent on the actions they can take. Unfortunately, many public managers view the ambiguity and silence as a constraint, and thereby immediately foreclose many of the strategic options available to them. Instead, we argue that public managers should embrace the gray zone and explore its strategic possibilities by using some of the legal tools at their disposal. We offer a model of how managers can view and use the gray zone in crafting their strategies. Case study examples support and illustrate our prescriptions. This article begins our work of identifying some of the strategies involving legal tools and their relative advantages. These strategies move managers from the traditional static view of the legal environment toward a more powerful and effective action-dynamic view
700	1		_aOROSZ, Janet Foley _928815
773	0	8	_tAdministration & Society _g28, 2, p. 238-265 _dThousand Oaks : SAGE, August 1996 _xISSN 00953997 _w
942			_cS
998			_a20061206 _b1539^b _cNatália
998			_a20100805 _b1642^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c20396 _d20396
041			_aeng