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Article: Connecting the dots in public management: political environment, organizational goal ambiguity, and the public manager's role ambiguity.
- Article from:
- Journal of Public Administration Research and Theory
- Article date:
- October 1, 2006
- Author:
CopyrightCOPYRIGHT 2006 University of Kansas. This material is published under license from the publisher through the Gale Group, Farmington Hills, Michigan. All inquiries regarding rights should be directed to the Gale Group. (Hide copyright information)
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Despite well-argued briefs in favor of public organizations' distinctive institutional context (e.g., Perry and Rainey 1988; Wamsley and Zald 1973), much of the scholarship on organization behavior and theory subscribes to a generic perspective on management and organizations (Rainey 2003, 56-58). This is not due to a preponderance of evidence in favor of the genetic tradition. Rather, there is a paucity of systematic efforts to study key theoretical questions from the vantage point of public sector organizational behavior. This article addresses one such question--does the political environment of organizations have an effect on organizations and individuals working in ...