000			01462naa a2200193uu 4500
001			8062516434610
003			OSt
005			20190211163848.0
008			080625s2008 xx ||||gr |0|| 0 eng d
100	1		_aYANG, Kaifeng _929242
245	1	0	_aPublic responsiveness of government organizations : _btesting a preliminary model
260			_aArmonk, NY : _bM. E. Sharpe, _cDecember 2007
520	3		_aFew studies have empirically assessed the factors that affect government agencies' public responsiveness from a public management perspective. This article tests a preliminary model that explains the level of public responsiveness with variables about external political environments and internal organizational characteristics. The hypotheses are tested with survey data from state health and human service agencies. The results show that the support of elected officials, the influence of the public and media, and decentralization of decision making have a positive impact on public responsiveness. Results-based management changes have a quadratic ∩-shaped relation with public responsiveness. Further, the influence of client groups has a negative impact on public responsiveness
700	1		_aPANDEY, Sanjay K _98096
773	0	8	_tPublic performance & management review _g31, 2, p. 215-240 _dArmonk, NY : M. E. Sharpe, December 2007 _xISSN 15309576 _w
942			_cS
998			_a20080625 _b1643^b _cTiago
998			_a20080625 _b1725^b _cTiago
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c26871 _d26871
041			_aeng