Abstract
| Original language | English |
|---|---|
| Title of host publication | Bureaucracy and Society in Transition |
| Editors | Haldor Byrkjeflot, Fredrik Engelstad |
| Number of pages | 19 |
| Place of Publication | Bingley |
| Publisher | Emerald Group Publishing |
| Publication date | 2018 |
| Pages | 225-243 |
| ISBN (Print) | 9781787432840 |
| ISBN (Electronic) | 9781787432833, 9781787439221 |
| DOIs | |
| Publication status | Published - 2018 |
Keywords
- Double loop learning
- Supreme audit institution
- Control
- Organisational learning
- Accountability
- Comparative public administration
- New Public Management
- Public organization
Cite this
}
A New Organisation of Public Administration : From Internal to External Control. / Reichborn-Kjennerud, Kristin; Carrington, Thomas; Klarskov Jeppesen, Kim; Taro, Külli.
Bureaucracy and Society in Transition. ed. / Haldor Byrkjeflot; Fredrik Engelstad. Bingley : Emerald Group Publishing, 2018. p. 225-243.Research output: Chapter in Book/Report/Conference proceeding › Book chapter › Research › peer-review
TY - CHAP
T1 - A New Organisation of Public Administration
T2 - From Internal to External Control
AU - Reichborn-Kjennerud, Kristin
AU - Carrington, Thomas
AU - Klarskov Jeppesen, Kim
AU - Taro, Külli
PY - 2018
Y1 - 2018
N2 - Since the 1970s the Supreme Audit Institutions (SAI) have gradually expanded their role as external controllers of the public administration. Instead of merely controlling whether accounts are according to standards they have taken on a role as evaluators with a mandate to assess whether the public administration works economically, efficiently and effectively. With this new regime of external control, the question arises whether the SAIs’ control, in practice, contributes to a more efficient and effective public sector. Whether this external control will be effective depends, in the end, on the extent to which the organisations learn from the control they are subjected to and make actual changes. The chapter uses theories of cultural differences and theories on control within public administration to understand civil servant perceptions of SAI results. Data on civil servants’ reactions to the SAIs’ performance audit in four countries are analysed to see whether performance audits have any impact on the audited entities. The research is based on 696 responses to questionnaires sent out to civil servants in three different Nordic countries plus one new democracy in northern Europe, Estonia.
AB - Since the 1970s the Supreme Audit Institutions (SAI) have gradually expanded their role as external controllers of the public administration. Instead of merely controlling whether accounts are according to standards they have taken on a role as evaluators with a mandate to assess whether the public administration works economically, efficiently and effectively. With this new regime of external control, the question arises whether the SAIs’ control, in practice, contributes to a more efficient and effective public sector. Whether this external control will be effective depends, in the end, on the extent to which the organisations learn from the control they are subjected to and make actual changes. The chapter uses theories of cultural differences and theories on control within public administration to understand civil servant perceptions of SAI results. Data on civil servants’ reactions to the SAIs’ performance audit in four countries are analysed to see whether performance audits have any impact on the audited entities. The research is based on 696 responses to questionnaires sent out to civil servants in three different Nordic countries plus one new democracy in northern Europe, Estonia.
KW - Double loop learning
KW - Supreme audit institution
KW - Control
KW - Organisational learning
KW - Accountability
KW - Comparative public administration
KW - New Public Management
KW - Public organization
KW - Double loop learning
KW - Supreme audit institution
KW - Control
KW - Organisational learning
KW - Accountability
KW - Comparative public administration
KW - New Public Management
KW - Public organization
UR - https://sfx-45cbs.hosted.exlibrisgroup.com/45cbs?url_ver=Z39.88-2004&url_ctx_fmt=info:ofi/fmt:kev:mtx:ctx&ctx_enc=info:ofi/enc:UTF-8&ctx_ver=Z39.88-2004&rfr_id=info:sid/sfxit.com:azlist&sfx.ignore_date_threshold=1&rft.object_id=954925602717&rft.object_portfolio_id=&svc.holdings=yes&svc.fulltext=yes
U2 - 10.1108/S0195-631020180000033015
DO - 10.1108/S0195-631020180000033015
M3 - Book chapter
SN - 9781787432840
SP - 225
EP - 243
BT - Bureaucracy and Society in Transition
A2 - Byrkjeflot, Haldor
A2 - Engelstad, Fredrik
PB - Emerald Group Publishing
CY - Bingley
ER -