| 000 | 01682naa a2200181uu 4500 | ||
|---|---|---|---|
| 001 | 9012319184810 | ||
| 003 | OSt | ||
| 005 | 20190211164548.0 | ||
| 008 | 090123s2009 xx ||||gr |0|| 0 eng d | ||
| 100 | 1 |
_aWAL, Zeger van der _933920 |
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| 245 | 1 | 0 |
_aValue solidity in government and business : _bresults of an empirical study on public and private sector organizational values |
| 260 |
_aThousand Oaks, CA : _bSage Publications, _cSeptember 2008 |
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| 520 | 3 | _aThis article reports on a survey study of 382 managers from a variety of public and private sector organizations, on the values that guide sectoral decision making. Just as some important classical differences emerge, a number of similarities between the public and private sector appear to result in a set of common core organizational values. Furthermore, the data support neither increasing adoption of business values in public sector organizations nor flirtation with public values by business sector managers. This contradicts expectations in the literature on new public management and corporate social responsibility, suggesting publicprivate value intermixing. Value solidity seems the dominant feature in both sectors. Additional analysis shows that "publicness," the extent to which an organization belongs to the public or the private sector rather than age, gender, years of service or a past in the other sectorstrongly determines value preferences | |
| 700 | 1 |
_aHUBERTS, Leo _935996 |
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| 773 | 0 | 8 |
_tThe American Review of Public Administration _g38, 3, p. 264-285a _dThousand Oaks, CA : Sage Publications, September 2008 _xISSN 02750740 _w |
| 942 | _cS | ||
| 998 |
_a20090123 _b1918^b _cTiago |
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| 999 |
_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c28026 _d28026 |
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| 041 | _aeng | ||