000			01907naa a2200205uu 4500
001			9062214061913
003			OSt
005			20240412165347.0
008			090622s2009 xx ||||gr |0|| 0 eng d
100	1		_92389 _aConsidine, Mark
245	1	0	_aBureaucracy, network, or enterprise? comparing models of governance in Australia, britain, the netherlands, and new zealand
260			_aMalden, MA : _bBlackwell Publishers, _cmar./apr.2003
520	3		_aTheories of democratic government traditionally have relied on a model of organization in which officials act impartially, accept clear lines of accountability and supervision, and define their day–to–day activities through rules, procedures, and confined discretion. In the past 10 years, however, a serious challenge to this ideal has been mounted by critics and reformers who favor market, network, or "mixed–economy" models. We assess the extent to which these new models have influenced the work orientations of frontline staff using three alternative service types—corporate, market, and network—to that proposed by the traditional, procedural model of public bureaucracy. Using surveys of frontline officials in four countries where the revolution in ideas has been accompanied by a revolution in methods for organizing government services, we measure the degree to which the new models are operating as service–delivery norms. A new corporate–market hybrid (called "enterprise governance") and a new network type have become significant models for the organization of frontline work in public programs.
590			_aPublic Administration Review PAR
590			_aMarch/April 2003 Volume 63 Number 2
700	1		_920552 _aLewis, Jenny M.
773	0	8	_tPublic Administration Review: PAR _g63, 2, p. 131-140 _dMalden, MA : Blackwell Publishers, mar./apr.2003 _xISSN 00333352 _w
942			_cS
998			_a20090622 _b1406^b _cmayze
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c29548 _d29548
041			_aeng