000			01927naa a2200181uu 4500
001			6988
003			OSt
005			20190211154205.0
008			020917s2005 xx ||||gr |0|| 0 eng d
100	1		_aPELED, Alan _98236
245	1	0	_aWhy style matters : _ba comparison of two administrative reform initiatives in the Israeli public sector, 1989-1998
260			_c2002
520	3		_aHow does an administrative reform develop its own unique style, and how important is this style in determining the reform's legacy? This article argues that sometimes the manner in which and administrative reform is implemented is as important as the reform's initial goals or official agenda. To illustrate the argument, the article compares two reform initiatives in the Israeli public sector that took place during the 1990s. The Civil Service Commission (CSC) adopted an open-book, negotiated, and participatory reform style by implementing incremental reform steps in the hope that these steps would snowball into a self-sustaining and irreversible bureaucratic culture change (1994-1996). In contrast, the Israeli Ministry of Finance (MoF) adopted a secretive, top-sown, and centralized reform style when it sought to change the production of public information systems (1989-1998). MoF reformers accomplished many concrete short-term changes but also created an environment dominated by suspicion that foiled their later reform efforts. CSC's reformers achieved far fewer concerete results, but they generated more willingness to cooperate with future reforms, At the end of the day, the article propses, the style of a reform is closely related to the degree of willingness of bureaucrats to cooperate with future reforms
773	0	8	_tJournal of Public Administration Research and Theory _g12, 2, p. 217-240 _d, 2002 _w
942			_cS
998			_a20020917 _bLucima _cLucimara
998			_a20060508 _b1615^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c7146 _d7146
041			_aeng