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Why public organizations contribute to crosscutting policy programs: the role of structure, culture, and ministerial control

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Listed:
  • Astrid Molenveld

    (Erasmus University Rotterdam
    Research Group on Politics and Public Governance)

  • Koen Verhoest

    (Research Group on Politics and Public Governance)

  • Jan Wynen

    (Research Group on Politics and Public Governance
    University of Antwerp)

Abstract

The extent to which public organizations contribute to crosscutting policy programs is a question of organizational commitment, resource allocation, and monitoring. In this paper, we triangulate survey and interview data to study the explanatory power of organizational factors to understand the extent of organizational adaptation to crosscutting policy programs. In line with the hypotheses, the organizational task, culture, and the portfolio minister’s level of control seem to explain the extent of adaptation. Policy development as a task has a positive effect on organizational adaptation. However, this effect disappears if we add cultural variables. The second model indicates that a customer-oriented culture has a negative effect on organizational adaptation, and an innovation-oriented culture has a positive one. The portfolio minister’s level of control has a strong positive effect on organizational adaptation. Apparently, incentives are needed to hold organizations accountable and provide them clear direction regarding their contribution to crosscutting objectives.

Suggested Citation

  • Astrid Molenveld & Koen Verhoest & Jan Wynen, 2021. "Why public organizations contribute to crosscutting policy programs: the role of structure, culture, and ministerial control," Policy Sciences, Springer;Society of Policy Sciences, vol. 54(1), pages 123-154, March.
    • Handle: RePEc:kap:policy:v:54:y:2021:i:1:d:10.1007_s11077-020-09379-y
    DOI: 10.1007/s11077-020-09379-y
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