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|a Cultural aspects of public management reform /
|c edited by Kuno Schedler, Isabella Proeller.
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|a Amsterdam ;
|a London :
|b Elsevier JAI,
|c 2007.
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|a 1 online resource (x, 367 pages) :
|b illustrations, maps.
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|a text
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|a Research in public policy analysis and management ;
|v v. 16
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|a Includes bibliographical references.
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|a Cover -- Contents -- List of Contributors -- Part I: Defining Culture -- Chapter 1. Public Management as a Cultural Phenomenon. Revitalizing Societal Culture in International Public Management Research -- Introduction -- The Meanings of Culture -- Theoretical Approaches in Overview -- How to think About Culture -- The Explicit use of Societal Culture in Public Management Research -- Implications for Future Research -- Acknowledgment -- References -- Chapter 2. Cultural Characteristics from Public Management Reforms Worldwide -- 1. Definitions of Culture -- 2. Study of Culture to Understand Public Management and its Reform -- 3. Culture, Time, and Public Management Reform -- 4. Culture, Place, and Public Management Reforms: Western and Non-Western Approaches -- 5. Culture, Structure, and Public Management Reforms: Nation-State Culture and Policy Field Culture -- 6. Culture, Professionals, and Public Management Reforms -- 7. Culture, Organizations, and Public Management Reforms -- 8. Remaining Discussions -- References -- Chapter 3. The Poetics of Management, and the Politics of Organizational Cultures. A Sociological view on NPM-Reforms in Switzerland -- Introduction -- The Poetics of Management -- The Politics of Organizational Culture -- Conclusions -- Notes -- References -- Chapter 4. Reforms of Central Government Coordination in OECD-Countries: Culture as Counterforce for Cross-National Unifying Processes? -- Introduction -- Analytical Framework -- Coordination Tendencies for the UK, New Zealand, Sweden, and France -- Cultural Features for the UK, New Zealand, Sweden, and France -- Coordination and Culture: Indications for an Empirical Link? -- Conclusion -- Notes -- References -- Annex 1. Analytical Framework -- Annex 2. Coordination Instruments -- Annex 3A. Cultural Dimensions -- Hofstede (2001, PP. XIX-XX) -- Annex 3B. Cultural Dimensions -- House Et Al. (2004, PP. 11-13) -- Part II: Artefacts of Culture -- Chapter 5. Public Managers' Religiosity: Impacts on Work Attitudes and Perceptions of Co-Workers -- Introduction -- Religion in the U.S. -- Religion and Managerial Behavior: Theoretical Background -- Hypotheses -- A Model of Public Managers' Religiosity and Work Attitudes -- Data and Variables -- Results -- Discussion -- Conclusions -- Notes -- Acknowledgments -- References -- Appendix. The NASP-III Study Approach -- Chapter 6. Public Administration Modernization: Common Reform Trends or Different Paths and National Understandings in the EU Countries -- 1. Introduction -- 2. Empirical Design -- 3. Different National Priorities of Public Administration Modernization -- 4. Centralized and Decentralized Decision Making in Human Resource Management -- 5. Decentralization and Accountability -- 6. Conclusion -- Notes -- References -- Appendix. Closed Questions on HR Decentralization -- Chapter 7. Determinants of Confidence in the Civil Service: An International Comparison -- Introduction -- Bureaucratic Encounters and Attitudes Toward the Public Sector -- Is Public Sect.
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|a Print version record.
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|a An exploration of civic cultural influences on public management and its reform.
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|a Emerald Insight
|b Emerald All Book Titles
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650 |
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|a Public administration
|x Social aspects.
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|a Administration publique (Science)
|x Aspect social.
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|a POLITICAL SCIENCE
|x Public Affairs & Administration.
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|a POLITICAL SCIENCE
|x Government
|x Executive Branch.
|2 bisacsh
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|a Public administration
|x Social aspects
|2 fast
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|a Schedler, Kuno.
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|a Proeller, Isabella.
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776 |
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|i Print version:
|t Cultural aspects of public management reform.
|d Amsterdam ; London : Elsevier JAI, 2007
|z 9780762314003
|z 0762314001
|w (OCoLC)156891640
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830 |
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|a Research in public policy analysis and management ;
|v v. 16.
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856 |
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|u https://emerald.uam.elogim.com/insight/publication/doi/10.1016/S0732-1317(2007)16
|z Texto completo
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