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Accountability, Political Views, and Bureaucratic Behavior: A Theoretical Approach

Author

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  • Sangyub Ryu

    (Hankuk University of Foreign Studies)

  • Yongjin Chang

    (International University of Japan)

Abstract

This study has developed a theoretical framework to predict bureaucratic behaviors with career public officials’ political views (whether career public officials agree or disagree with their overhead political principals’ ideology) and bureaucratic accountability (accountability either to the overhead political principals or to the public sentiment) by adopting and extending Hirschman’s (1970) exit, voice, and loyalty model. Given the two conditions, this study has drawn four propositions of possible bureaucratic responses: loyalty; voice; exit; and silence. In addition, the stay scenario is discussed for passive bureaucrats regardless of the two dimensions. By incorporating relevant examples with the propositions, this study expects to contribute to a better understanding of bureaucratic behavior.

Suggested Citation

  • Sangyub Ryu & Yongjin Chang, 2017. "Accountability, Political Views, and Bureaucratic Behavior: A Theoretical Approach," Public Organization Review, Springer, vol. 17(4), pages 481-494, December.
    • Handle: RePEc:kap:porgrv:v:17:y:2017:i:4:d:10.1007_s11115-016-0349-z
    DOI: 10.1007/s11115-016-0349-z
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    References listed on IDEAS

    as
    1. Aberbach, Joel D. & Rockman, Bert A., 1976. "Clashing Beliefs Within the Executive Branch: The Nixon Administration Bureaucracy," American Political Science Review, Cambridge University Press, vol. 70(2), pages 456-468, June.
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