By Per Lægreid, Dr Koen Verhoest, Professor Per Lægreid
Governance of Public quarter corporations a nalyzes recent alterations in govt management through targeting organizational types and their results. participants to this edited quantity show how generations of reform lead to elevated complexity of presidency enterprises, and clarify this layering technique with a number of theories.
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Extra resources for Governance of Public Sector Organizations: Proliferation, Autonomy and Performance
Using data from a survey of 124 public sector organizations in Flanders (Belgium), ranging from departments to private law agencies, they analyse to what extent management matters for the performance of public sector organizations. Based on neo-institutional economics and sociological neo-institutionalism, the possible influence of specific management tools on the self-assessed performance of public sector organizations is investigated. It is also controlled for specific contextual factors, like managerial quality, managerial flexibility and incentives, organizational culture, tasks, and organizational resources.
Administrative policy reform style corresponds with the general Norwegian policy-making style of peaceful coexistence and ‘revolution in slow motion’ based on common interests and consensus (Olsen et al. 1982). Under such conditions, successful reform will be more a question of keeping the reform process alive long enough to aggregate many small measures into a more comprehensive adjustment of the state apparatus. We have shown that there are significant internal variations in the Norwegian state apparatus.
Like state-owned companies, they are not covered by the civil service rules and regulations. In contrast to state-owned companies they are self-owned entities and thus have more formal autonomy from the ministry than SOCs. The government can control the foundations by general laws and regulations, by the formulation of statutes and by recruiting board members. These control devices are, however, weaker and less precise than for the other forms of affiliation. 7 Changes in the formal structure In this section we will concentrate on the changes in formal structure that have actually taken place by focusing on the number of units and the extent of vertical and horizontal specialization and de-specialization in the state apparatus.