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Coping with Autonomy

Author

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  • Rudi Kirkhaug
  • Knut H. Mikalsen

Abstract

The question examined in this article is how decentralization of power and responsibilities in public administration affects the interaction between bureaucrats and politicians. Three factors were identified as potential predictors: executive authority; the nature of administrative decision making; and the nature of the relationship between bureaucrats and union officials. Data were collected through a survey administered to ninety-eight senior bureaucrats at the county level in Norway. Correlation and hierarchical regression analyses revealed that the character of the relationship between bureaucrats and union officials had the greatest impact on the interaction between bureaucrats and politicians. The more trustful the relationship, the less the interaction, while the stronger the dependency of bureaucrats on unions, the more intensive the interaction. Decision making that involves negotiations increased interaction, as did the bureaucrats' perception of themselves as clearly superior to their staff -- as opposed to a perception of themselves as being in an advisory position.

Suggested Citation

  • Rudi Kirkhaug & Knut H. Mikalsen, 2009. "Coping with Autonomy," Public Management Review, Taylor & Francis Journals, vol. 11(2), pages 137-154, March.
    • Handle: RePEc:taf:pubmgr:v:11:y:2009:i:2:p:137-154
    DOI: 10.1080/14719030802685735
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    References listed on IDEAS

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    1. Stephen P. Osborne, 2006. "The New Public Governance?-super-1," Public Management Review, Taylor & Francis Journals, vol. 8(3), pages 377-387, September.
    2. Richard L. Daft & Robert H. Lengel, 1986. "Organizational Information Requirements, Media Richness and Structural Design," Management Science, INFORMS, vol. 32(5), pages 554-571, May.
    3. Walter J. M. Kickert, 2005. "Distinctiveness in the study of public management in Europe," Public Management Review, Taylor & Francis Journals, vol. 7(4), pages 537-563, December.
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