01257pab a2200157 454500008004000000100002300040245009100063260000900154300001400163362000800177520080500185650003700990650002101027700002001048773003101068180718b2009   xxu||||| |||| 00| 0 eng d  aWalker, Richard M.  aCan management strategy minimize the impact of red tape on organizational performance?  c2009  ap.423-48.  aJul  aThis 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.  aLocal government - Great Britain  aLocal government  aBrewer, Gene A.  aAdministration and Society