Stakeholder red tape: Comparing perceptions of public managers and their private consultants

Research output: Contribution to journalArticle

29 Citations (Scopus)

Abstract

Despite the abundance of red tape literature and the growing popularity of outsourcing in the public sector, no study has yet investigated red tape in consulting relationships. Using survey data from public managers and the contractors with whom they work, the authors investigate public managers' and private consultants' perceptions of organizational and contracting red tape. They identify the determinants of red tape perceptions, variation in those perceptions, and the characteristics of respondents with stronger divergent views of contracting red tape. The results indicate that government managers perceive higher levels of organizational red tape and contracting red tape than their consultants. Public managers' perceptions of red tape are associated with job satisfaction and time spent managing and communicating with consultants. Consultants' perceptions of red tape are associated with perceptions of the appropriateness of the government agency's rules, the number of years the firm has worked with the agency, and the percentage of the firm's cost-plus contracts.

Original languageEnglish (US)
Pages (from-to)710-726
Number of pages17
JournalPublic Administration Review
Volume69
Issue number4
DOIs
StatePublished - Jul 2009
Externally publishedYes

Fingerprint

stakeholder
manager
firm
outsourcing
management counsulting
government agency
job satisfaction
popularity
Managers
Stakeholders
Red tape
Consultants
public sector
determinants
costs
Contracting

ASJC Scopus subject areas

  • Sociology and Political Science
  • Public Administration
  • Marketing

Cite this

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abstract = "Despite the abundance of red tape literature and the growing popularity of outsourcing in the public sector, no study has yet investigated red tape in consulting relationships. Using survey data from public managers and the contractors with whom they work, the authors investigate public managers' and private consultants' perceptions of organizational and contracting red tape. They identify the determinants of red tape perceptions, variation in those perceptions, and the characteristics of respondents with stronger divergent views of contracting red tape. The results indicate that government managers perceive higher levels of organizational red tape and contracting red tape than their consultants. Public managers' perceptions of red tape are associated with job satisfaction and time spent managing and communicating with consultants. Consultants' perceptions of red tape are associated with perceptions of the appropriateness of the government agency's rules, the number of years the firm has worked with the agency, and the percentage of the firm's cost-plus contracts.",
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