Bureaucratic Rationality and the Developmental State

Chibber, Vivek

doi:10.1086/341010

Cited by 137 publications

(105 citation statements)

References 23 publications

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“…Given these considerations, an examination of CO-OCB and its antecedents is particularly relevant for public administration. Moreover, this study answers the call of Morrison and Phelps (1999) (Minns 2001;Chibber 2002) and it continues to play an important role today in terms of the policymaking and agenda shaping (Park and Joo 2010). Korea developed from one of the poorest countries in the world to one of its richest in a very short period of time and without a doubt, this remarkable development would not have been possible had the national bureaucracy not been incredibly competent, but also flexible in the face of setbacks and able to embrace process and policy innovation when the need presented itself.…”

Section: Change-oriented Behavior In Public Organizations and In The supporting

confidence: 66%

“…While a highly centralized, internally cohesive, and rational bureaucracy had been crucial in the development of the country, particularly in the 1960s and 1970s (Chibber 2002), nevertheless criticisms of the inefficiencies of the Korean state amplified following the AFC. For example, the bureaucracy was criticized for its highly collectivist tendencies, as well as excessive levels of formalism, which resulted in a civil service unduly focused on bureaucratic procedures and administrative criteria rather than the substance and results of administrative activities.…”

Section: Context and Goals Of Korea's Results-based Reformsmentioning

confidence: 99%

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Identification and Performance Management

Campbell

2014

Public Personnel Management

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Identity and identification are root constructs in organization studies. Identity provides an interpretive framework with which to evaluate the appropriateness of behavior, and as such, in organizations the construct has a fundamental relationship with employee performance. This study develops a theoretical framework linking identification to change-oriented behavior, a type of extra-role activity aimed at introducing micro-level organizational change in order to improve long-term performance and efficiency. Enhancing the performance of public organizations is a central theme of public administration theory and practice, and this study contributes to the literature by shedding light on a potentially important employee-level antecedent of organizational performance. Secondly, this study links identification and change-oriented behavior to a phenomenon that has grown increasingly prevalent in contemporary public organizations, namely, goal-oriented performance management. Over the past decades, public organizations around the world have implemented results-based reforms in order to increase accountability, efficiency, and performance. Due to the scope and complexity of these reforms, however, their full range of consequences is not yet known. This study aims to make a second contribution to the literature by linking performance management practices to both organizational identification and change-oriented behavior. Using survey data gathered from employees of central government ministries in South Korea, where a wide range of results-based reforms have been introduced, mediation analysis utilizing bootstrap resampling is used to test a number of empirical hypotheses related to the constructs outlined above. The results of the analysis suggest that organizational identification is a strong predictor of change-oriented behavior. In addition, the effect of performance management on employee intentions to engage in change-oriented behavior is shown to operate primarily through its effect on organizational identification, which underscores the importance of identification for organizational performance. Following the presentation of the results of the analysis, the theoretical and practical implications of this study are discussed.

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Section: Change-oriented Behavior In Public Organizations and In The supporting

confidence: 66%

Section: Context and Goals Of Korea's Results-based Reformsmentioning

confidence: 99%

Identification and Performance Management

Campbell

2014

Public Personnel Management

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“…Bureaucracy is ideally insulated from politics in that it provides a precondition for sound coordination. However, in practice, the state has to manage competing logics to be able to reach an institutionalisation of process where finally agencies can focus on using their technical knowledge and minimise the risk for working at cross purposes (Bourdieu, Wacquant, and Farage 1994;Reay and Hinings 2009;Chibber 2002;Bouckaert, Peters, and Verhoest 2010). Four factors contribute to the capability of bureaucratic decision-making to achieve this orientation, namely (1) power bargaining among the bureaucrats, (2) competition of resources, (3) agency ideology, and (4) the role of the senior political leaders (Peters 2001;Stonet 1983;Giessen, Krott, and Möllmann 2014;Clifford 1990;Allison 1971;Welch 1998).…”

Section: Theoretical Approachmentioning

confidence: 99%

“…The coordination is expected to address three dimensions of a state (Hunt 2005), namely cross departmental (across agencies in the same level), cross governmental (between different levels of government nationally and locally), and cross sectoral (including actors both from inside and outside the state). If there is a lack of internal coordination, state agencies would work at cross-purposes, involve themselves in politics against another, appropriate the budget and its control, and finally result in state decisions being based on patron-client ties and pressures from interest groups (Chibber 2002;P. B. Evans 1989;Bouckaert, Peters, and Verhoest 2010).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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Balancing and counterbalancing : the Indonesian state addressing pressures to improve palm oil sector sustainability

Pramudya¹

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vi AcknowledgmentThough I was the one to take all steps in preparing, conducting and finalizing my PhD research, I did not travel alone. Many other people travelled with me, contributing to the success of my learning process and making my tough journey also a pleasant one. They invested their time and energy, sharing their intelligence in my research endeavour. There are far too many people to thank, without whom this project would not have materialised.I am fortunate to have received several years of funding from an interdisciplinary research program called 'Towards Environmentally Sustainable and Equitable Palm Oil' funded by the Interdisciplinary Research and Education Fund (INREF) of Wageningen University. When I started considering PhD research, I could not imagine that I would finally embark on a sixyear journey of research and writing. I would say that in these six years, it has been a luxury to spend most of my time working as a researcher, while also struggling to secure a livelihood from short-time assignments.

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Revisiting Confucian Bureaucracy: Roots of the Korean Government's Culture and Competitiveness

Campbell

Cha

2013

Public Admin & Development

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SUMMARYThis paper looks at Korea's Chosun dynasty bureaucracy and the Neo-Confucian principles that formed the basis of its governing philosophy. We argue that Korea's traditional bureaucracy had a number of modern characteristics, including a system of formal and informal checks on the powers of the sovereign and a decision-making system that encouraged deliberation among highly qualified civil servants. On the basis of this exposition, we also argue that there are strong links between the traditional bureaucracy and its current, modern form. We firstly show how the institutionalization of a strong state during the period of rapid development was as much a return to traditional governing principles as it was a revolution and, secondly, how contemporary organizational culture is shaped by Korea's Confucian heritage. In the final section, we argue that the distinctive characteristics of the Korean bureaucracy have played an important role in limiting the success of a number of Western-oriented reform efforts.

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Bureaucratic Rationality and the Developmental State

Cited by 137 publications

References 23 publications

Identification and Performance Management

Identification and Performance Management

Balancing and counterbalancing : the Indonesian state addressing pressures to improve palm oil sector sustainability

Revisiting Confucian Bureaucracy: Roots of the Korean Government's Culture and Competitiveness

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