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.

中文翻译：

---

为什么公共组织为跨领域政策计划做出贡献：结构、文化和部门控制的作用

公共组织对跨领域政策计划的贡献程度是一个组织承诺、资源分配和监督的问题。在本文中，我们对调查和访谈数据进行三角测量，以研究组织因素的解释力，以了解组织对跨领域政策计划的适应程度。与假设一致，组织任务、文化和投资组合部长的控制水平似乎可以解释适应的程度。政策制定作为一项任务对组织适应具有积极影响。但是，如果我们添加文化变量，这种效果就会消失。第二个模型表明，以客户为导向的文化对组织适应有负面影响，而以创新为导向的文化有积极的影响。部长的控制水平对组织适应有很强的积极影响。显然，需要激励措施来让组织承担责任，并为他们提供关于他们对跨领域目标的贡献的明确方向。