000			01928naa a2200193uu 4500
001			6122613365121
003			OSt
005			20220824165346.0
008			061226s2006 xx ||||gr |0|| 0 eng d
100	1		_aPANDEY, Sanjay K. _98096
245	1	0	_aPublic Managers' Perceptions of Organizational Goal Ambiguity : _bAnalyzing Alternative Models
260			_aPhiladelphia, PA : _bRoutledge, _cJune 2006
520	3		_aMuch organizational theory, research, and practice emphasizes the value of organizational members having clear perceptions of the organization's goals. For years, authors have asserted that public organizations have particularly vague goals, goals more vague than those of business firms. Yet, researchers have not devoted a lot of attention to ways of measuring perceptions about organizational goal clarity in public organizations and analyzing these perceptions. Many authors claim that the external political context increases goal ambiguity in public organizations. Some survey evidence, however, suggests that other factors, such as individual dispositions and attitudes, and internal organizational structures and processes, have greater effects. We analyze three alternative models of goal ambiguity—a political model, an organizational model, and an individual model—using data collected in Phase II of the National Administrative Studies Project (NASP-II), and then a composite model. Although political context acts as a significant determinant of goal ambiguity, both organizational and individual models have better explanatory power. Implications of these findings for theory and managerial practice are discussed.
700	1		_923951 _aRainey, Hal G.
773	0	8	_tInternational Public Management Journal _g9, 2, p. 85 - 112 _dPhiladelphia, PA : Routledge, June 2006 _xISSN 1096-7494 _w
942			_cS
998			_a20061226 _b1336^b _cNatália
998			_a20070110 _b1545^b _cZailton
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c21014 _d21014
041			_aeng