000			01779nam a2200193 4500
999			_c511069 _d511069
008			190909b ||||| |||| 00| 0 eng d
100			_aGeorge, Bert _910103
245			_aInstitutions or contingencies?: A cross-country analysis of management tool use by public sector executives
260			_bPublic Administration Review _c2019
300			_a79(3), May-Jun, 2019: p.330-342.
520			_aManagement tools are often argued to ameliorate public service performance. Indeed, evidence has emerged to support positive outcomes related to the use of management tools in a variety of public sector settings. Despite these positive outcomes, there is wide variation in the extent to which public organizations use management tools. Drawing on normative isomorphism and contingency theory, this article investigates the determinants of both organization‐oriented and client‐oriented management tool use by top public sector executives. The hypotheses are tested using data from a large‐N survey of 4,533 central government executives in 18 European countries. Country and sector fixed‐effects ordinary least squares regression models indicate that contingency theory matters more than normative isomorphism. Public executives working in organizations that are bigger and have goal clarity and executive status are more likely to use management tools. The only normative pressure that has a positive impact on management tool use is whether public sector executives have a top hierarchical position. - Reproduced.
650			_aNew public management _910104
650			_aManagement _910105
700			_aHammerschmid, Gerhard _910106
700			_aWalle, Steven Van de _910107
773			_aPublic Administration Review
906			_aPublic sector
942			_2ddc _cAR