Loading…
FOR APPROPRIATENESS OR CONSEQUENCES? EXPLAINING ORGANIZATIONAL CHANGE IN ENGLISH LOCAL GOVERNMENT
New institutional theory suggests that radical organizational change is guided by a logic of appropriateness in which organizations change their structures and processes in response to changes in prevailing notions of how best to organize. Contingency theories suggests, by contrast, that organizatio...
Saved in:
Published in: | Public administration (London) 2011-06, Vol.89 (2), p.661-680 |
---|---|
Main Author: | |
Format: | Article |
Language: | English |
Subjects: | |
Citations: | Items that this one cites Items that cite this one |
Online Access: | Get full text |
Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
cited_by | cdi_FETCH-LOGICAL-c4760-422f1a423a66c799489ca9543219528f33971681cb67670c01355b0f74096e753 |
---|---|
cites | cdi_FETCH-LOGICAL-c4760-422f1a423a66c799489ca9543219528f33971681cb67670c01355b0f74096e753 |
container_end_page | 680 |
container_issue | 2 |
container_start_page | 661 |
container_title | Public administration (London) |
container_volume | 89 |
creator | ENTWISTLE, TOM |
description | New institutional theory suggests that radical organizational change is guided by a logic of appropriateness in which organizations change their structures and processes in response to changes in prevailing notions of how best to organize. Contingency theories suggests, by contrast, that organizations pursue a logic of consequentiality, trying to maximize performance by adjusting structures and processes in response to relatively tangible things like the demand for services and the state of technology. Increasingly, commentators acknowledge the importance of both logics, but how do the two fit together? This paper considers this question through an analysis of 15 cases of radical change observed in four English local authorities. While much of the existing literature seeks to theorize the circumstances in which different logics will predominate, the cases considered here suggest a need to acknowledge the intermingling of logics. |
doi_str_mv | 10.1111/j.1467-9299.2010.01850.x |
format | article |
fullrecord | <record><control><sourceid>proquest_cross</sourceid><recordid>TN_cdi_proquest_miscellaneous_906329997</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><sourcerecordid>902080670</sourcerecordid><originalsourceid>FETCH-LOGICAL-c4760-422f1a423a66c799489ca9543219528f33971681cb67670c01355b0f74096e753</originalsourceid><addsrcrecordid>eNqNkV9v0zAUxa0JpJXBd4h4gZd01__tF1AIbhqUOaHJBuLFyqJEaunWEa9a9-1xKNoDD2h-sXXu7x7r6CAUYZjjcM43c8yEjDXRek4gqIAVh_nhBM2eBi_QDIDSmBKtTtEr7zcAwARnM9QuylWUVNWqrFZ50hhr6joKUlra2ny9NDY19cfIfK-KJLe5zcIsS2z-I2ny0iZFlC4Tm5kot5GxWZHXy6go06Bn5ZVZ2Qtjm9fo5dBuff_m732GLhemSZdxUWZ5QOOOSQExI2TALSO0FaKTWjOlu1ZzRgnWnKiBUi2xULi7FlJI6ABTzq9hkAy06CWnZ-jd0fdu3P3a9_7e3ax912-37W2_23unQYT8WstnkAQUhE8C-f6_JJZECaYIm9C3_6Cb3X68DYmdCvkUUEICpI5QN-68H_vB3Y3rm3Z8dBjcVKfbuKk1N7XmpjrdnzrdIax-OK4-rLf947P3XJV8vpiewSA-Gqz9fX94MmjHn05IKrn7ZjPXfOKCf7kSbkF_AzSFqP4</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype><pqid>876080322</pqid></control><display><type>article</type><title>FOR APPROPRIATENESS OR CONSEQUENCES? EXPLAINING ORGANIZATIONAL CHANGE IN ENGLISH LOCAL GOVERNMENT</title><source>EBSCOhost Business Source Ultimate</source><source>International Bibliography of the Social Sciences (IBSS)</source><source>Wiley</source><source>PAIS Index</source><source>Worldwide Political Science Abstracts</source><creator>ENTWISTLE, TOM</creator><creatorcontrib>ENTWISTLE, TOM</creatorcontrib><description>New institutional theory suggests that radical organizational change is guided by a logic of appropriateness in which organizations change their structures and processes in response to changes in prevailing notions of how best to organize. Contingency theories suggests, by contrast, that organizations pursue a logic of consequentiality, trying to maximize performance by adjusting structures and processes in response to relatively tangible things like the demand for services and the state of technology. Increasingly, commentators acknowledge the importance of both logics, but how do the two fit together? This paper considers this question through an analysis of 15 cases of radical change observed in four English local authorities. While much of the existing literature seeks to theorize the circumstances in which different logics will predominate, the cases considered here suggest a need to acknowledge the intermingling of logics.</description><identifier>ISSN: 0033-3298</identifier><identifier>EISSN: 1467-9299</identifier><identifier>DOI: 10.1111/j.1467-9299.2010.01850.x</identifier><identifier>CODEN: PUADDD</identifier><language>eng</language><publisher>Oxford, UK: Blackwell Publishing Ltd</publisher><subject>Authority ; England ; Institutions ; Local Government ; Organization theory ; Organizational Change ; Organizational structure ; Public administration ; Public management ; Public services ; Radicalism ; Services ; Studies ; Technology ; United Kingdom</subject><ispartof>Public administration (London), 2011-06, Vol.89 (2), p.661-680</ispartof><rights>2010 The Author. Public Administration © 2010 Blackwell Publishing Ltd</rights><rights>Copyright Blackwell Publishing Ltd. Jun 2011</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c4760-422f1a423a66c799489ca9543219528f33971681cb67670c01355b0f74096e753</citedby><cites>FETCH-LOGICAL-c4760-422f1a423a66c799489ca9543219528f33971681cb67670c01355b0f74096e753</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><link.rule.ids>314,780,784,27865,27866,27924,27925,33223,33224</link.rule.ids></links><search><creatorcontrib>ENTWISTLE, TOM</creatorcontrib><title>FOR APPROPRIATENESS OR CONSEQUENCES? EXPLAINING ORGANIZATIONAL CHANGE IN ENGLISH LOCAL GOVERNMENT</title><title>Public administration (London)</title><description>New institutional theory suggests that radical organizational change is guided by a logic of appropriateness in which organizations change their structures and processes in response to changes in prevailing notions of how best to organize. Contingency theories suggests, by contrast, that organizations pursue a logic of consequentiality, trying to maximize performance by adjusting structures and processes in response to relatively tangible things like the demand for services and the state of technology. Increasingly, commentators acknowledge the importance of both logics, but how do the two fit together? This paper considers this question through an analysis of 15 cases of radical change observed in four English local authorities. While much of the existing literature seeks to theorize the circumstances in which different logics will predominate, the cases considered here suggest a need to acknowledge the intermingling of logics.</description><subject>Authority</subject><subject>England</subject><subject>Institutions</subject><subject>Local Government</subject><subject>Organization theory</subject><subject>Organizational Change</subject><subject>Organizational structure</subject><subject>Public administration</subject><subject>Public management</subject><subject>Public services</subject><subject>Radicalism</subject><subject>Services</subject><subject>Studies</subject><subject>Technology</subject><subject>United Kingdom</subject><issn>0033-3298</issn><issn>1467-9299</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2011</creationdate><recordtype>article</recordtype><sourceid>7TQ</sourceid><sourceid>7UB</sourceid><sourceid>8BJ</sourceid><recordid>eNqNkV9v0zAUxa0JpJXBd4h4gZd01__tF1AIbhqUOaHJBuLFyqJEaunWEa9a9-1xKNoDD2h-sXXu7x7r6CAUYZjjcM43c8yEjDXRek4gqIAVh_nhBM2eBi_QDIDSmBKtTtEr7zcAwARnM9QuylWUVNWqrFZ50hhr6joKUlra2ny9NDY19cfIfK-KJLe5zcIsS2z-I2ny0iZFlC4Tm5kot5GxWZHXy6go06Bn5ZVZ2Qtjm9fo5dBuff_m732GLhemSZdxUWZ5QOOOSQExI2TALSO0FaKTWjOlu1ZzRgnWnKiBUi2xULi7FlJI6ABTzq9hkAy06CWnZ-jd0fdu3P3a9_7e3ax912-37W2_23unQYT8WstnkAQUhE8C-f6_JJZECaYIm9C3_6Cb3X68DYmdCvkUUEICpI5QN-68H_vB3Y3rm3Z8dBjcVKfbuKk1N7XmpjrdnzrdIax-OK4-rLf947P3XJV8vpiewSA-Gqz9fX94MmjHn05IKrn7ZjPXfOKCf7kSbkF_AzSFqP4</recordid><startdate>201106</startdate><enddate>201106</enddate><creator>ENTWISTLE, TOM</creator><general>Blackwell Publishing Ltd</general><scope>BSCLL</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>7TQ</scope><scope>7UB</scope><scope>8BJ</scope><scope>DHY</scope><scope>DON</scope><scope>FQK</scope><scope>JBE</scope></search><sort><creationdate>201106</creationdate><title>FOR APPROPRIATENESS OR CONSEQUENCES? EXPLAINING ORGANIZATIONAL CHANGE IN ENGLISH LOCAL GOVERNMENT</title><author>ENTWISTLE, TOM</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c4760-422f1a423a66c799489ca9543219528f33971681cb67670c01355b0f74096e753</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2011</creationdate><topic>Authority</topic><topic>England</topic><topic>Institutions</topic><topic>Local Government</topic><topic>Organization theory</topic><topic>Organizational Change</topic><topic>Organizational structure</topic><topic>Public administration</topic><topic>Public management</topic><topic>Public services</topic><topic>Radicalism</topic><topic>Services</topic><topic>Studies</topic><topic>Technology</topic><topic>United Kingdom</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>ENTWISTLE, TOM</creatorcontrib><collection>Istex</collection><collection>CrossRef</collection><collection>PAIS Index</collection><collection>Worldwide Political Science Abstracts</collection><collection>International Bibliography of the Social Sciences (IBSS)</collection><collection>PAIS International</collection><collection>PAIS International (Ovid)</collection><collection>International Bibliography of the Social Sciences</collection><collection>International Bibliography of the Social Sciences</collection><jtitle>Public administration (London)</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>ENTWISTLE, TOM</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>FOR APPROPRIATENESS OR CONSEQUENCES? EXPLAINING ORGANIZATIONAL CHANGE IN ENGLISH LOCAL GOVERNMENT</atitle><jtitle>Public administration (London)</jtitle><date>2011-06</date><risdate>2011</risdate><volume>89</volume><issue>2</issue><spage>661</spage><epage>680</epage><pages>661-680</pages><issn>0033-3298</issn><eissn>1467-9299</eissn><coden>PUADDD</coden><abstract>New institutional theory suggests that radical organizational change is guided by a logic of appropriateness in which organizations change their structures and processes in response to changes in prevailing notions of how best to organize. Contingency theories suggests, by contrast, that organizations pursue a logic of consequentiality, trying to maximize performance by adjusting structures and processes in response to relatively tangible things like the demand for services and the state of technology. Increasingly, commentators acknowledge the importance of both logics, but how do the two fit together? This paper considers this question through an analysis of 15 cases of radical change observed in four English local authorities. While much of the existing literature seeks to theorize the circumstances in which different logics will predominate, the cases considered here suggest a need to acknowledge the intermingling of logics.</abstract><cop>Oxford, UK</cop><pub>Blackwell Publishing Ltd</pub><doi>10.1111/j.1467-9299.2010.01850.x</doi><tpages>20</tpages></addata></record> |
fulltext | fulltext |
identifier | ISSN: 0033-3298 |
ispartof | Public administration (London), 2011-06, Vol.89 (2), p.661-680 |
issn | 0033-3298 1467-9299 |
language | eng |
recordid | cdi_proquest_miscellaneous_906329997 |
source | EBSCOhost Business Source Ultimate; International Bibliography of the Social Sciences (IBSS); Wiley; PAIS Index; Worldwide Political Science Abstracts |
subjects | Authority England Institutions Local Government Organization theory Organizational Change Organizational structure Public administration Public management Public services Radicalism Services Studies Technology United Kingdom |
title | FOR APPROPRIATENESS OR CONSEQUENCES? EXPLAINING ORGANIZATIONAL CHANGE IN ENGLISH LOCAL GOVERNMENT |
url | http://sfxeu10.hosted.exlibrisgroup.com/loughborough?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2024-12-25T22%3A57%3A53IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-proquest_cross&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=FOR%20APPROPRIATENESS%20OR%20CONSEQUENCES?%20EXPLAINING%20ORGANIZATIONAL%20CHANGE%20IN%20ENGLISH%20LOCAL%20GOVERNMENT&rft.jtitle=Public%20administration%20(London)&rft.au=ENTWISTLE,%20TOM&rft.date=2011-06&rft.volume=89&rft.issue=2&rft.spage=661&rft.epage=680&rft.pages=661-680&rft.issn=0033-3298&rft.eissn=1467-9299&rft.coden=PUADDD&rft_id=info:doi/10.1111/j.1467-9299.2010.01850.x&rft_dat=%3Cproquest_cross%3E902080670%3C/proquest_cross%3E%3Cgrp_id%3Ecdi_FETCH-LOGICAL-c4760-422f1a423a66c799489ca9543219528f33971681cb67670c01355b0f74096e753%3C/grp_id%3E%3Coa%3E%3C/oa%3E%3Curl%3E%3C/url%3E&rft_id=info:oai/&rft_pqid=876080322&rft_id=info:pmid/&rfr_iscdi=true |