000			01835naa a2200205uu 4500
001			7103116593010
003			OSt
005			20240613143319.0
008			071031s2007 xx ||||gr |0|| 0 eng d
100	1		_933029 _aVerhoest, Koen
245	1	0	_aPressure, legitimacy, and innovative behavior by public organizations
260			_aMalden, MA : _bBlackwell Publishing, _cJuly 2007
520	3		_aAccording to New Public Management (NPM) doctrines, public organizations involved in service delivery and policy implementation will be induced to innovative behavior if they have enough managerial autonomy and simultaneously are subjected to managerial pressure, such as result control by government or competition of other providers. This NPM pressure-response model is tested by using survey data on 84 Flemish public organizations. These tests provide evidence for the assumed effect of NPM-like pressure on the innovative behavior of public organizations. However, the empirical model shows more complex relationships as is assumed by NPM doctrine. These complex relationships are corroborated and explained by making reference to a multiple-case study of four Flemish public organizations. An expanded political/administrative pressure-response model, referring to legitimacy as a motivational force, is suggested in order to explain innovative behavior by public organizations. This model may help to understand the preconditions for spontaneous adaptation of public organizations
700	1		_933030 _aVerschuere, Bram
700	1		_91346 _a Bouckaert, Geert
773	0	8	_tGovernance: an international journal of Policy, Administration, and Institutions _g20, 3, p. 469-497 _dMalden, MA : Blackwell Publishing, July 2007 _xISSN 14680491 _w
942			_cS
998			_a20071031 _b1659^b _cTiago
998			_a20071105 _b1559^b _cTiago
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c24905 _d24905
041			_aeng