Competing and Co-Existing
Chapter 10: Managing a public sector with competing and co-existing governance paradigms
The criteria for managerial performance and success varies with the paradigms. In this chapter, it is discussed how managers may act in accordance with the rationale and the assumptions that are inherent in each of the seven paradigms. It is argued that each paradigm represents a normative and institutional framework that the managers have to decode, decipher, understand and act in accordance with, in order to harvest the full potential of the paradigm and gain and maintain legitimacy. In doing so they become capable of playing the roles stipulated by the paradigm. This, however, is not without problems and poses a number of challenges and dilemmas for the managers who have to identify with and act in accordance with moving targets as paradigms evolve, co-exist and intertwine, and as power is diffused between central actors accordingly.
You are not authenticated to view the full text of this chapter or article.
Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.
Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.
Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.