000			01665naa a2200193uu 4500
001			8091720053410
003			OSt
005			20190211164303.0
008			080917s2008 xx ||||gr |0|| 0 eng d
100	1		_aKNILL, Christoph _95644
245	1	0	_aExplaining variation in organizational change : _bthe reform of human resource management in the european commission and the OECD
260			_aOxfordshire, UK : _bTaylor & Francis, _cAugust 2008
520	3		_aIn this article we investigate the reforms of human resource management in the European Commission and the OECD by analysing comparatively to what extent both organizations have adjusted their respective structures towards the ideal type of the so-called new public management (NPM). The empirical findings show that reforms towards NPM are more pronounced in the Commission than in the OECD. These findings are surprising for two reasons: first, it seems paradoxical that the OECD as central promoter of NPM at the international level lags behind the global trend when it comes to reforming its own structures. Second, this result is in contradiction to theoretical expectations, as they can be derived from theories of institutional isomorphism. Nevertheless, to account for the surprising results, it is necessary to modify and complement existing theories especially with regard to the scope conditions of their causal mechanisms
700	1		_aBALINT, Tim _935574
773	0	8	_tJournal of European Public Policy _g15, 5, p. 669-690 _dOxfordshire, UK : Taylor & Francis, August 2008 _xISSN 13501763 _w
942			_cS
998			_a20080917 _b2005^b _cTiago
998			_a20081029 _b1034^b _cZailton
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c27545 _d27545
041			_aeng