000			01493pab a2200181 454500
008			180718b2003 xxu||||| |||| 00| 0 eng d
100			_aChristensen, Tom
245			_aCoping with complex leadership roles: the problematic redefinition of government-owned enterprises
260			_c2003
300			_ap.803-31.
520			_aInspired by New Public Management, many countries have changed their central public apparatus from an integrated to a more segregated structural model. A central element in this process is structural devolution and the establishment of new or reorganized state-owned companies with increased business autonomy and new formal control systems. This paper focuses on how this development, as exemplified by the case of Norway, is affecting the role of central executive political and administrative leaders. The study, based on elite interviews, shows that corporatization has made the role of central leaders more complex and ambiguous and undermined traditional political control. We interpret this development from a transformative perspective, underlining how structural devolution is filtered through the dynamic context of environmental pressure and internal structural and cultural factors; in addition, experiences from New Zealand are used to contrast the Norwegian case. - Reproduced.
650			_aGovernment ownership
650			_aLeadership
650			_aPublic sector
700			_aLagreid, Per
773			_aPublic Administration
909			_a59151
999			_c59151 _d59151