000			01780naa a2200193uu 4500
001			8063014281110
003			OSt
005			20190211163852.0
008			080630s2008 xx ||||gr |0|| 0 eng d
100	1		_aBOIN, Arjen _91251
245	1	0	_aThe development of public institutions : _breconsidering the role of leadership
260			_aThousand Oaks : _bSAGE, _cMay 2008
520	3		_aSome public organizations take on the qualities and characteristics of an institution. They become vessels for societal ambition, combining reliable performance with high levels of legitimacy. The functioning and effects of these highly institutionalized organizations are well researched. How these public institutions come about remains somewhat of a mystery, however. Empirical accounts of public institutions consistently identify leadership as a crucial explanatory variable. Conventional wisdom in the field of public administration research, on the other hand, suggests it is impossible for leaders to single-handedly create an organization that effectively serves multiple, complex, and mutually exclusive goals in a volatile environment that is characterized by impatient politicians, scrutinizing media, critical citizens, and scarce resources. This article revisits the relation between leadership and the institutionalization of public organizations. Building on theoretical work and case studies of public institutions, it formulates an analytical framework for studying the role of leadership in institutionalization processes
700	1		_92200 _a Christensen, Tom
773	0	8	_tAdministration & Society _g40, 3, p. 271-297 _dThousand Oaks : SAGE, May 2008 _xISSN 00953997 _w
942			_cS
998			_a20080630 _b1428^b _cTiago
998			_a20100805 _b1525^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c26881 _d26881
041			_aeng