Complexity and Hybrid Public Administration—Theoretical and Empirical Challenges

Tom Christensen1, Per Lægreid2
1Department of Political Science, University of Oslo, P.O. box 1097, 0317, Oslo, Norway
2Department of Administration and Organization Theory, University of Bergen, Christiegt 17, 5007, Bergen, Norway

Tóm tắt

Từ khóa


Tài liệu tham khảo

Allison, G. T. (1971). Essence of decision. Boston: Little, Brown.

Anderson, P. (1999). Complexity theory and organizational science. Organizational Science, 10(3), 216–232.

Andreassen, T. A., & Fossestøl, K. (2009). Om iversetting ved lokale NAV-kontor: Å utvikle en helhetlig og brukerrettet forvaltning—oppdragsstyring eller samstyring? (On implementiation at local NAV offices: on developing a holistic and user-directed administration—central contractual control or collaborative steering?). Tidsskrift for Velferdsforskning, 12(3), 168–179.

Askim, J., Christensen, T., Fimreite, A. L., & Lægreid, P. (2009). How to carry out joined-up government reforms: lessons from the Norwegian Welfare Reform. International Journal of Public Administration, 32, 1006–1025.

Askim, J., Christensen, T., Fimreite, A. L., & Lægreid, P. (2010). How to assess administrative reform? Investigating the adoption and preliminary impacts of the Norwegian welfare administration reform. Public Administration, 88(1), 232–246.

Boin, A., & Christensen, T. (2008). The development of public institutions: reconsidering the role of leadership. Administration & Society, 40(3), 271–297.

Boston, J., Martin, J., Pallot, J., & Walsh, P. (1996). Public management: The New Zealand model. Auckland: Oxford University Press.

Brunsson, N. (1989). The organization of hypocrisy. Talk, decisions and actions in organizations. Chichester: Wiley.

Brunsson, N., & Olsen, J. P. (1993). The reforming organization. London: Routledge.

Christensen, T. (2003). Narrative of Norwegian governance: elaborating the strong state. Public Administration, 81(1), 163–190.

Christensen, T., & Lægreid, P. (2001a). A transformative perspective on administrative reforms. In T. Christensen & P. Lægreid (Eds.), New public management. The transformation of ideas and practice. Aldershot: Ashgate.

Christensen, T., & Lægreid, P. (2001b). New public management—undermining political control? In T. Christensen & P. Lægreid (Eds.), New public management. The transformation of ideas and practice. Aldershot: Ashgate.

Christensen, T., & Lægreid, P. (2007a). The whole-of-government approach to public sector reform. Public Administration Review, 67(6), 1059–1066.

Christensen, T., & Lægreid, P. (2007b). Introduction—theoretical approach and research questions. In T. Christensen & P. Lægreid (Eds.), Transcending new public management. Aldershot: Ashgate.

Christensen, T., Fimreite, A. L., & Lægreid, P. (2007). Reform of the employment and welfare administrations—the challenges of co-coordinating diverse public organizations. International Review of Administrative Sciences, 73(3), 389–409.

Cyert, R. M., & March, J. G. (1963). A behavioral theory of the firm. Englewood Cliffs: Prentice-Hall.

Czarniawska, B., & Sevón, G. (Eds.). (1996). Translating organizational change. Berlin: De Gruyter.

Daft, R. L. (1992). Organization theory and design. St. Paul: West Publishing.

Dahl, R. A., & Lindblom, C. E. (1953). Politics, economics, and welfare. New York: Harper & Row.

DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147–160.

Egeberg, M. (2003). How bureaucratic structure matters: An organizational perspective. In B. G. Peters & J. Pierre (Eds.), Handbook of public administration. London: Sage.

Farazmand, A. (2002). Modern organizations: Theory and practice. Westport: Praeger.

Fimreite, A. L., & Lægreid, P. (2009). Reorganization of the welfare state administration: partnerships, networks and accountability. Public Management Review, 11(3), 281–297.

Gregory, R. (1999). Social capital theory and administrative reform: maintaining ethical probity in public service. Public Administration Review, 59(1), 63–75.

Gregory, R. (2001). Transforming governmental culture: A sceptical view of new public management. In T. Christensen & P. Lægreid (Eds.), New public management. The transformation of ideas and practice. Aldershot: Ashgate.

Gregory, R. (2003). All the King’s horses and all the King’s men: putting New Zealand’s public sector back together again. International Public Management Review, 4(2), 41–58.

Gulick, L. (1937). Notes on the theory of organizations. With special reference to government. In L. Gulick & L. Urwin (Eds.), Papers on the science of administration. New York: A. M. Kelley.

Halligan, J. (2001). The process of reform in the era of transformation. In T. Christensen & P. Lægreid (Eds.), New public management. The transformation of ideas and practice. Aldershot: Ashgate.

Halligan, J. (2006). The reassertion of the centre in a first generation NPM system. In T. Christensen & P. Lægreid (Eds.), Autonomy and regulation. Coping with agencies in the modern state. London: Edward Elgar.

Halligan, J. (2007). Reform design and performance in Australia and New Zealand. In T. Christensen & P. Lægreid (Eds.), Transcending new public management. Aldershot: Ashgate.

Hansen, H. T. (2009). Brukererfaringer med NAV: NAV på rett vei? En surveybasert brukerundersøkelse (User experiences with NAV: NAV on the right course? A surveybased user analysis). Tidsskrift for Velferdsforskning, 12(3), 207–227.

Hood, C. (1996). Exploring Variations in Public Management Reform of the 1980s’. In H. A. G. M. Bekke, J. L. Perry & T. A. J. Toonen (Eds.), Civil Service Systems. Bloomington, IN: Indiana University Press.

Kaufman, H. A. (1960). The forest ranger. A study in administrative behavior. Oxford: Oxford University Press.

Kettl, D. F. (2006). Modernizing government: the way forward—a comment. International Review of Administrative Sciences, 72(3), 313–318.

Kickert, W. J. M. (2001). Public management of hybrid organizations: governance of quasi-autonomous organizations. International Public Management Journal, 4(2), 135–150.

Koppell, J. G. S. (2003). The politics of quasi-government. Hybrid organizations and the dynamics of bureaucratic control. Cambridge: Cambridge University Press.

Krasner, S. D. (1988). Sovereignty. An institutional perspective. Comparative Political Studies, 21(1), 66–94.

Lægreid, P., Roness, P. G., & Rubecksen, K. (2007). Modern management tools in state agencies: the case of Norway. International Public Management Journal, 10(4), 387–413.

Lan, Z., & Rainey, H. G. (1992). Goals, rules, and effectiveness in public, private and hybrid organizations: more evidence on frequent assertions about differences. Journal of Public Administration Research and Theory, 2(1), 5–28.

Lawrence, P. R., & Lorsch, J. W. (1967). Organization and environment. Managing differentiation and integration. Boston: Graduate School of Business Administration, Harvard University.

Light, P. C. (1997). The tides of reform: Making government work 1945–1995. New Haven: Yale University Press.

Lynn, L. E., Jr. (2006). Public management old and new. New York: Routledge.

March, J. G. (2008). Exploratations in organizations. Stanford: Stanford University Press.

March, J. G., & Olsen, J. P. (1976). Ambiguity and choice in organizations. Bergen: Universitetsforlaget.

March, J. G., & Olsen, J. P. (1983). Organizing political life. What administrative reorganization tells us about government. American Political Science Review, 77, 281–297.

March, J. G., & Olsen, J. P. (1989). Rediscovering institutions: The organizational basis of politics. New York: The Free Press.

Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: formal structure as myth and ceremony. The American Journal of Sociology, 83, 340–363.

Minkoff, D. C. (2002). The emergence of hybrid organizational forms: combining identity-based service provision and political action. Nonprofit and Voluntary Sector Quarterly, 31(3), 377–401.

Olsen, J. P. (1992). Analyzing institutional dynamics. Staatswissenschaften und Staatspraxis, 2, 247–271.

Olsen, J. P. (2007). The ups and downs of bureaucratic organization. The Annual Review of Political Science, 11, 13–37.

Olsen, J. P. (2009). Change and continuity: an institutional approach to institutions of democratic government. European Political Science Review, 1(1), 3–32.

Pollitt, C. (2003). The essential public manager. Maidenhead: Open University Press.

Pollitt, C. (2009). Complexity theory and evolutionary public administration: A skeptical afterword. In G. Teisman, A. Van Buuren, & L. Gerrits (Eds.), Managing complex governance systems. London: Routledge.

Pollitt, C., & Bouckaert, G. (2004). Public management reform: A comparative analysis (2nd ed.). Oxford: Oxford University Press.

Pollitt, C., van Thiel, S., & Homburg, V. (Eds.). (2007). New public management in Europe. Basingstoke: Palgrave.

Røvik, K. A. (1996). Deinstitutionalization and the logic of fashion. In B. Czarniawska & G. Sevon (Eds.), Translating organizational change. New York: De Gruyter.

Røvik, K. A. (2002). The secrets of the winners: Management ideas that flow. In K. Sahlin-Andersson & L. Engwall (Eds.), The expansion of management knowledge—carriers, flows and sources. Stanford: Stanford University Press.

Sahlin-Anderson, K. (2001). National, international and transnational construction of new public management. In T. Christensen & P. Lægreid (Eds.), New public management. The transformation of ideas and practice. Aldershot: Ashgate.

Sahlin-Andersson, K. (1996). Imitating by editing success. In B. Czarniawska & G. Sevon (Eds.), Translating organizational change. New York: De Gruyter.

Scott, W. R. (2007). Institutions and organizations (3rd rev. ed.). Thousands Oaks: Sage.

Scott, W. R., & Davies, G. (2006). Organizations and organizing: Rational, natural and open systems perspectives (6th rev ed.). NJ: Prentice Hall.

Selznick, P. (1957). Leadership in administration. New York: Harper & Row.

Simon, H. (1957). Administrative behaviour. New York: Macmillan.

Streeck, W., & Thelen, K. (2005). Beyond continuity. Oxford: Oxford University Press.

Teisman, G., Van Buuren, A., & Gerrits, L. (Eds.). (2009). Managing complex governance systems. London: Routledge.

Weaver, B. K., & Rockman, B. A. (1993). Assessing the effects of institutions. In R. K. Weaver & B. A. Rockman (Eds.), Do institutions matter? Government capabilities in the United States and abroad. Washington, DC: The Brookings Institution.

Williamson, O. E. (1991). Comparative economic organization: the analysis of discrete structural alternatives. Administrative Science Quarterly, 36, 269–296.