| 000 -LEADER |
| fixed length control field |
01326pab a2200193 454500 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
| fixed length control field |
180718b2009 xxu||||| |||| 00| 0 eng d |
| 100 ## - MAIN ENTRY--PERSONAL NAME |
| Personal name |
Walker, Richard M. |
| 245 ## - TITLE STATEMENT |
| Title |
Can management strategy minimize the impact of red tape on organizational performance? |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. |
| Date of publication, distribution, etc. |
2009 |
| 300 ## - PHYSICAL DESCRIPTION |
| Extent |
p.423-48. |
| 362 ## - DATES OF PUBLICATION AND/OR SEQUENTIAL DESIGNATION |
| Dates of publication and/or sequential designation |
Jul |
| 520 ## - SUMMARY, ETC. |
| Summary, etc. |
This study investigates the effects of red tape and strategy on organizational performance. Data come from 135 English local government authorities. Data are collected on several dimensions of red tape, three types of strategy (prospecting, defending, and reacting), and internal and external perceptual measures of organizational performance. The findings show that red tape lowers performance. The harmful effects of red tape are, however, mitigated by a strategic stance of prospecting. Defending has no effect on the impact of red tape on organizational performance, whereas reacting tends to amplify the harmful effects - thus worsening organizational performance. The primary implication of these findings is that public organizations should move toward more proactive strategies. - Reproduced. |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
| Topical term or geographic name entry element |
Local government - Great Britain |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
| Topical term or geographic name entry element |
Local government |
| 700 ## - ADDED ENTRY--PERSONAL NAME |
| Personal name |
Brewer, Gene A. |
| 773 ## - HOST ITEM ENTRY |
| Main entry heading |
Administration and Society |
| 908 ## - PUT COMMAND PARAMETER (RLIN) |
| Put command parameter |
N |
| 909 ## - |
| -- |
83157 |