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Individual responses to using management control practices for hybridizing public-sector organizations: evidence from an emerging country
International Public Management Journal ( IF 2.951 ) Pub Date : 2021-07-02 , DOI: 10.1080/10967494.2021.1937414
Dai Huu Nguyen 1 , Martin R. W. Hiebl 2, 3
Affiliation  

Abstract

In this article, we aim to examine the responses of individual actors to the use of management controls during the hybridization of public-sector organizations. We draw on an institutional logics perspective and the literature regarding the role of management controls in hybridizing organizations to analyze findings derived from a single case study of a public university in Vietnam. We find that the partial hybridization of an organization is a factor that may explain individuals’ responses toward competing institutional logics. In the Vietnamese university we studied, the management controls in use were not contested, unlike their contents and formulae. Similarly, the compartmentalization strategy by the organizational leaders was uncontested due to traditional institutional logics being left mostly untouched. To the literature on hybrid organizations, we add the notion of “partial hybridization” and offer an emerging markets case, as evidence of the role management controls play in hybridizing emerging-market public-sector organizations has thus far been scant.



中文翻译:

个人对使用管理控制实践混合公共部门组织的回应:来自新兴国家的证据

摘要

在这篇文章中,我们旨在研究在公共部门组织的混合过程中,个体参与者对管理控制的使用的反应。我们利用制度逻辑的观点和关于管理控制在混合组织中的作用的文献来分析从越南一所公立大学的单一案例研究中得出的结果。我们发现组织的部分混合是一个可以解释个人对竞争制度逻辑的反应的因素。在我们研究的越南大学,使用的管理控制没有争议,不像它们的内容和公式。同样,由于传统的制度逻辑基本未被触及,组织领导者的条块化战略也无可争议。

更新日期:2021-07-02
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