Resumé
| Originalsprog | Engelsk |
|---|---|
| Titel | Bureaucracy and Society in Transition |
| Redaktører | Haldor Byrkjeflot, Fredrik Engelstad |
| Udgivelses sted | Bingley |
| Forlag | Emerald Group Publishing |
| Publikationsdato | 2018 |
| Sider | 157-176 |
| ISBN (Trykt) | 9781787432840 |
| ISBN (Elektronisk) | 9781787432833 |
| DOI | |
| Status | Udgivet - 2018 |
Emneord
- Public sector reforms
- Role identities
- Public sector executives
- Hybridisation
- Bureaucracy
- Managerialism
- Administrative traditions
Citer dette
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Multiple Shades of Grey : Opening the Black Box of Public Sector Executives’ Hybrid Role Identities. / Leixnering, Stephan; Schikowitz, Andrea; Hammerschmid, Gerhard; Meyer, Renate.
Bureaucracy and Society in Transition. red. / Haldor Byrkjeflot; Fredrik Engelstad. Bingley : Emerald Group Publishing, 2018. s. 157-176.Publikation: Bidrag til bog/antologi/rapport › Bidrag til bog/antologi › Forskning › peer review
TY - CHAP
T1 - Multiple Shades of Grey
T2 - Opening the Black Box of Public Sector Executives’ Hybrid Role Identities
AU - Leixnering, Stephan
AU - Schikowitz, Andrea
AU - Hammerschmid, Gerhard
AU - Meyer, Renate
PY - 2018
Y1 - 2018
N2 - Public sector reforms of recent decades in Europe have promoted managerialism and aimed at introducing private sector thinking and practices. However, with regard to public sector executives’ self-understanding, managerial role identities have not replaced bureaucratic ones; rather, components from both paradigms were combined. In this chapter, we introduce a bi-dimensional identity approach (attitudes and practices) that allows for different combinations and forms of hybridity. Empirically, we explore the role identities of public sector executives across Europe, building on survey data from over 7,000 top public officials in 19 countries (COCOPS survey). We identify country-level profiles, as well as patterns across countries, and find that administrative traditions can account for these profiles and patterns only to a limited extent. Rather, they have to be complemented by factors such as stability of the institutional environment (indicating lower shares of hybrid combinations) or extent of reform pressures (indicating higher shares of hybrid combinations).
AB - Public sector reforms of recent decades in Europe have promoted managerialism and aimed at introducing private sector thinking and practices. However, with regard to public sector executives’ self-understanding, managerial role identities have not replaced bureaucratic ones; rather, components from both paradigms were combined. In this chapter, we introduce a bi-dimensional identity approach (attitudes and practices) that allows for different combinations and forms of hybridity. Empirically, we explore the role identities of public sector executives across Europe, building on survey data from over 7,000 top public officials in 19 countries (COCOPS survey). We identify country-level profiles, as well as patterns across countries, and find that administrative traditions can account for these profiles and patterns only to a limited extent. Rather, they have to be complemented by factors such as stability of the institutional environment (indicating lower shares of hybrid combinations) or extent of reform pressures (indicating higher shares of hybrid combinations).
KW - Public sector reforms
KW - Role identities
KW - Public sector executives
KW - Hybridisation
KW - Bureaucracy
KW - Managerialism
KW - Administrative traditions
KW - Public sector reforms
KW - Role identities
KW - Public sector executives
KW - Hybridisation
KW - Bureaucracy
KW - Managerialism
KW - Administrative traditions
UR - https://primo.kb.dk/primo-explore/fulldisplay?docid=CBS01000959269&context=L&vid=CBS&search_scope=Blended&tab=default_tab&lang=en_US
U2 - 10.1108/S0195-631020180000033012
DO - 10.1108/S0195-631020180000033012
M3 - Book chapter
SN - 9781787432840
SP - 157
EP - 176
BT - Bureaucracy and Society in Transition
A2 - Byrkjeflot, Haldor
A2 - Engelstad, Fredrik
PB - Emerald Group Publishing
CY - Bingley
ER -