01464nam a2200181Ia 4500008004100000100003200041245008800073260000900161300001200170504001200182520093400194650004001128650001601168650002601184650001501210700002401225773003301249181130s2018    xx            000 0 und d  aJacobsen, Christian Betcher  aPerceived organizational red tape and organizational performance in public services  c2018  ap.24-36  dJan/Feb  aThe claim that perceived organizational red tape hampers public services has become a central theme in public administration research. Surprisingly, however, few scholars have empirically examined the impact of perceived red tape on organizational performance. This article empirically analyzes how perceived organizational red tape among managers and frontline staff relates to objectively measured performance. The data consist of survey responses from teachers and principals at Danish upper secondary schools combined with grade?level administrative performance data. Based on theories of red tape and motivation crowding, the authors hypothesize that perceived organizational red tape reduces performance within such organizations. The empirical result is a small negative relationship between staff perception of red tape and performance and no relationship between manager?perceived red tape and performance. - Reproduced.  aPersonnel , Public - Service rating  aBureaucracy  aPublic administration  aRed tapism  aJakobsen, Mads Leth  aPublic Administration Review