Why public organizations contribute to crosscutting policy programs: the role of structure, culture, and ministerial control

Astrid Molenveld (), Koen Verhoest () and Jan Wynen ()
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Astrid Molenveld: Erasmus University Rotterdam
Koen Verhoest: Research Group on Politics and Public Governance
Jan Wynen: Research Group on Politics and Public Governance

Policy Sciences, 2021, vol. 54, issue 1, No 7, 123-154

Abstract: Abstract The extent to which public organizations contribute to crosscutting policy programs is a question of organizational commitment, resource allocation, and monitoring. In this paper, we triangulate survey and interview data to study the explanatory power of organizational factors to understand the extent of organizational adaptation to crosscutting policy programs. In line with the hypotheses, the organizational task, culture, and the portfolio minister’s level of control seem to explain the extent of adaptation. Policy development as a task has a positive effect on organizational adaptation. However, this effect disappears if we add cultural variables. The second model indicates that a customer-oriented culture has a negative effect on organizational adaptation, and an innovation-oriented culture has a positive one. The portfolio minister’s level of control has a strong positive effect on organizational adaptation. Apparently, incentives are needed to hold organizations accountable and provide them clear direction regarding their contribution to crosscutting objectives.

Keywords: Crosscutting policy; Organizational adaptation; Innovation-oriented culture; Customer-oriented culture; Ministerial control; Accountability (search for similar items in EconPapers)
Date: 2021
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Citations: View citations in EconPapers (4)

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Persistent link: https://EconPapers.repec.org/RePEc:kap:policy:v:54:y:2021:i:1:d:10.1007_s11077-020-09379-y

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DOI: 10.1007/s11077-020-09379-y

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