000			01326pab a2200193 454500
008			180718b2009 xxu||||| |||| 00| 0 eng d
100			_aWalker, Richard M.
245			_aCan management strategy minimize the impact of red tape on organizational performance?
260			_c2009
300			_ap.423-48.
362			_aJul
520			_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.
650			_aLocal government - Great Britain
650			_aLocal government
700			_aBrewer, Gene A.
773			_aAdministration and Society
908			_aN
909			_a83157
999			_c83157 _d83157