000			01427pab a2200169 454500
008			180718b2005 xxu||||| |||| 00| 0 eng d
100			_aHernes, Tor
245			_aFour ideal-type organizational responses to new public management reforms and some consequences
260			_c2005
300			_ap.5-17.
362			_aMar
520			_aWith its dual focus on service and accountability, New Public Management (NPM) accentuates the inherent tension between the logics of service and accountability respectively in local public administration. The present article explores, from an organization theory perspective, possible organizational responses to tensions created by the introduction of NPM. The article identifies four possible ideal-type organizational responses to NPM. First, paralysis, whereby unresolved conflict leads to stand-off situation between management and staff. Second, ritualistic decoupling, in the sense of decoupling between espoused and enacted practices. Third, loose coupling between functions and individuals. Fourth, organic adaptation, whereby the tension is handled constructively through internal structural and cultural differentiation. Possible causes and consequences of each of these responses for management are discussed. - Reproduced.
650			_aPublic administration
650			_aAdministrative reform
773			_aInternational Review of Administrative Sciences
909			_a64809
999			_c64809 _d64809