Representative bureaucracy, organizational strategy, and public service performance: An empirical analysis of English local government

被引：122

作者：

Andrews, R ^{[1
]}

Boyne, GA

Meier, KJ

O'Toole, LJ

Walker, RM

机构：

[1] Cardiff Univ, Cardiff CF1 1XL, S Glam, Wales

[2] Texas A&M Univ, College Stn, TX 77843 USA

[3] Univ Georgia, Athens, GA 30602 USA

[4] Univ Hong Kong, Hong Kong, Hong Kong, Peoples R China

来源：

JOURNAL OF PUBLIC ADMINISTRATION RESEARCH AND THEORY | 2005年 / 15卷 / 04期

基金：

英国经济与社会研究理事会;

关键词：

D O I：

10.1093/jopart/mui032

中图分类号：

D0 [政治学、政治理论];

学科分类号：

0302 ; 030201 ;

摘要：

The theory of representative bureaucracy suggests that organizations perform better if their workforces reflect the characteristics of their constituent populations. The management literature implies that the impact of representative bureaucracy is contingent on organizational strategy. Our empirical evidence on English local government is inconsistent with the basic theory of representative bureaucracy but supports a moderating effect of organizational strategy. Representative bureaucracy is negatively associated with citizens' perceptions of local authority performance. However, organizations pursuing a prospector strategy are able to mitigate this negative relationship.

引用

页码：489 / 504

页数：16

共 54 条

[11] Strategy content and public service organizations [J].