000			01991naa a2200193uu 4500
001			6122614123521
003			OSt
005			20190211161932.0
008			061226s2006 xx ||||gr |0|| 0 eng d
100	1		_aKUMAR, Sushil _929434
245	1	0	_a Organizational Resistance to Participatory Approaches in Public Agencies : _bAn Analysis of Forest Department's Resistance to Community-Based Forest Management
260			_aPhiladelphia, PA : _bRoutledge, _cJune 2006
520	3		_aThe organizational resistance of public agencies to participatory approaches is analyzed by means of a case study involving the implementation of community-based forest management (CBFM) in India. Both exogenous and endogenous causes of resistance are identified, and a theoretical model proposed. The model consists of two dimensions of resistance to change (structural resistance and cultural resistance) and three categories of causal factors (organizational, personal, and environmental factors). The model is empirically tested using the perceptions of senior and middle management level members of the state Forest Departments (FDs) of four states in India, collected through a questionnaire survey. The empirical findings are used to suggest strengthening of public management theories on four aspects: the distinction between structural and cultural resistance; inclusion of extra-organizational processes; the distinction between individual and organizational learning; and the need to differentiate between the impacts of the legislative and executive wings on public agencies' organizational resistance. The results are used to suggest some specific measures to deal with the organizational inertia in public agencies.
700	1		_aKANT, Shashi _929435
773	0	8	_tInternational Public Management Journal _g9, 2, p. 141 - 173 _dPhiladelphia, PA : Routledge, June 2006 _xISSN 1096-7494 _w
942			_cS
998			_a20061226 _b1412^b _cNatália
998			_a20070110 _b1546^b _cZailton
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c21016 _d21016
041			_aeng