000			01533pab a2200157 454500
008			180718b2015 xxu||||| |||| 00| 0 eng d
100			_aFossestol, Knut
245			_aManaging institutional complexity in public sector reform: hybridization in front -line service organizations
260			_c2015
300			_ap.290-306.
520			_aIn this article, we explore how public front-line service organizations respond to contradictory demands for institutional reform and the types of hybridization this entails. Our research context is a major administrative welfare reform in Norway characterized by a dominant New Public Management (NPM) logic of uniform user service and central administrative control, and a subordinate post-NPM logic of holistic user service and local organizational autonomy. We elucidate four types of responses by the front-line organizations as they have incorporated these contradictory demands: non-hybridityﾒ (ignoring post-NPM demands), ad hoc hybridity (indecisive adherence to both demands), negative hybridity (separation of the demands), and positive hybridity (integration of both demands). On the basis of these findings, we argue that hybridization and agency are possible in fields of public reform characterized by a highly institutionalized NPM logic and explore the key organizational characteristics that facilitate hybridization in such fields. - Reproduce
650			_aPublic administration
650			_aAdministrative reform
773			_aPublic Administration
909			_a108687
999			_c108682 _d108682