Chapter 4: Austria: nothing is different, but everything’s changed
Restricted access

The Austrian COCOPS findings confirm the ongoing relevance of the traditional legalistic public sector norms and values. However, this traditional administrative culture is today supplemented with managerialistic and network-oriented ideas and orientations. Combining a focus on results with process orientation and increased networking and mediating activities between diverse actors and interests, we find hybrid forms of governance and executives’ role identities. For instance, shifting value priorities, such as emphasis of the relevance of results in general, go along with reluctant behaviour, such as a lack of actual performance management, underscored by the perception of low management autonomy. Thus, while managerial values and principles appear as incorporated in Austrian public executives’ role identities, in order to deal with shortcomings and contradictions with the existing system, they fall back to familiar practices: Basically, nothing is different, but everything’s changed.

You are not authenticated to view the full text of this chapter or article.

Access options

Get access to the full article by using one of the access options below.

Other access options

Redeem Token

Institutional Login

Log in with Open Athens, Shibboleth, or your institutional credentials

Login via Institutional Access

Personal login

Log in with your Elgar Online account

Login with you Elgar account
Monograph Book