000			02043naa a2200385uu 4500
001			3051315205832
003			OSt
005			20230803171457.0
008			130513s2013 xx ||||gr |0|| 0 eng d
100	1		_aHANSEN, Morten Balle _948531
245	1	0	_aNew Public Management, Public Service Bargains and the challenges of interdepartmental coordination : _ba comparative analysis of top civil servants in state administration
260			_aLos Angeles : _bIIAS, _cMarch 2013
520	3		_aIn this article we are interested in how the coordinating role of top civil servants is related to the argument that country-level differences in the adoption of New Public Management significantly alter the Public Service Bargains of top civil servants and consequently their capacity to accomplish interdepartmental coordination. A managerial PSB limits top civil servants’ role in interdepartmental coordination, as their focus will be on achieving goals set for their specific departments, rather than for the central government as a collective. We test our argument with empirical insights from a comparative analysis of five countries: Belgium, Canada, Denmark, the Netherlands and the United Kingdom. We find that our argument is only partly valid and discuss the theoretical and empirical implications of the analysis
650		4	_912768 _aAdministração Pública
650		4	_aAgente público _913137
650		4	_aAnálise comparativa _911954
650		4	_aServiço público _932906
650		4	_aEstudo de Caso _911993
650		4	_aBélgica _913922
650		4	_aCanadá _913666
650		4	_aDinamarca _913669
650		4	_aHolanda _913170
650		4	_aReino Unido _913171
651		4	_aBélgica _913922
651		4	_aCanadá _913666
651		4	_aDinamarca _913669
651		4	_aHolanda _913170
651		4	_aReino Unido _913171
700	1		_948529 _aSteen, Trui
700	1		_aJONG, Marsha de _948532
773	0	8	_tInternational Review of Administrative Sciences _g79, 1, p. 29-48 _dLos Angeles : IIAS, March 2013 _xISSN 00208523 _w
942			_cS
998			_a20130513 _b1520^b _cPedro
998			_a20130917 _b1707^b _cPedro
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c44833 _d44833
041			_aeng