Using multiple informants in public administration: revisiting the managerial values and actions debate
Using multiple informants in public administration: revisiting the managerial values and actions debate
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在公共行政中使用多个线人：重新审视管理价值观和行动的辩论
DOI：
10.1093/jopart/muh022
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发表时间：
2004
影响因子：
4.2
通讯作者：
G. Enticott
中科院分区：
文献类型：
--
作者：
R. Walker;G. Enticott
证据是从一个大N纵向调查的多个线人，以解决一些现存文献的弱点，即使用“精英”，回忆，快照调查，以及因果关系的统计模型的方向。第一次分析地方政府在管理改革价值观和行动方面的变化，说明了这些弱点。实证结果表明，管理改革的价值观和行动是偶然的，不同的组织成员。特别是负责实施管理改革行动的服务管理者（第一线主管）比高级管理人员提供了更多的多方面解释。以前的研究从单一的高级管理人员的线人的证据是无法确定这种变化，因此，建议这项工作的结果需要谨慎对待。本研究的结论是，管理改革研究的实证现实需要进一步和更复杂的方法。
Evidence is presented from a large-n longitudinal survey of multiple informants to address some of the weaknesses of the extant literature, namely the use of "elite," recall, and snapshot surveys together with the direction of causality in statistical models. These weaknesses are illustrated through a first time analysis of variations in management reform values and actions in local government. The empirical results indicate that management reform values and actions are contingent and vary between organizational members. In particular, service managers (first-line supervisors) responsible for implementing management reform actions offer more multifaceted explanations than senior executives. Prior research drawing evidence from single senior executive informants was unable to identify such variations; consequently, it is suggested that the results of this work need to be treated with caution. This study concludes that the empirical reality of management reform research is in need of further and more sophisticated methodologies.