TY - JOUR
T1 - Administrative Delay, Red Tape, and Organizational Performance
AU - Kaufmann, Wesley
AU - Taggart, Gabel
AU - Bozeman, Barry
N1 - Publisher Copyright:
© 2018, Published with license by Taylor & Francis © 2018 Wesley Kaufmann, Gabel Taggart, and Barry Bozeman.
PY - 2019/5/4
Y1 - 2019/5/4
N2 - We focus on the relationships among administrative delay, red tape, and red tape–related organizational performance. We hypothesize that administrative delay leads to more red tape, more complaints from clients about red tape, and makes it more difficult for organizations to serve their clients. We test our hypotheses using data from the National Administrative Studies Project - Citizen, gathered on Amazon Mechanical Turk in late 2014 (n = 1,254). The results support each of the hypotheses. The findings imply that managers may improve organizational performance by identifying and addressing the specific sources of administrative delay, rather than focusing on general perceptions of organizational red tape.
AB - We focus on the relationships among administrative delay, red tape, and red tape–related organizational performance. We hypothesize that administrative delay leads to more red tape, more complaints from clients about red tape, and makes it more difficult for organizations to serve their clients. We test our hypotheses using data from the National Administrative Studies Project - Citizen, gathered on Amazon Mechanical Turk in late 2014 (n = 1,254). The results support each of the hypotheses. The findings imply that managers may improve organizational performance by identifying and addressing the specific sources of administrative delay, rather than focusing on general perceptions of organizational red tape.
KW - administrative delay
KW - organizational performance
KW - red tape
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U2 - 10.1080/15309576.2018.1474770
DO - 10.1080/15309576.2018.1474770
M3 - Article
AN - SCOPUS:85055521111
SN - 1530-9576
VL - 42
SP - 529
EP - 553
JO - Public Performance and Management Review
JF - Public Performance and Management Review
IS - 3
ER -