Public Agencies and Collaborative Management Approaches Examining Resistance Among Administrative Professionals

Resistance among administrative professionals to participatory approaches is analyzed by means of a case study involving the implementation of community-based forest management (CBFM) in India. The model consists of two dimensions of attitudinal resistance to change—disapproval of CBFM regime by for...

Full description

Saved in:
Bibliographic Details
Published inAdministration & society Vol. 39; no. 5; pp. 569 - 610
Main Authors Kumar, Sushil, Kant, Shashi, Amburgey, Terry L.
Format Journal Article
LanguageEnglish
Published Los Angeles, CA Sage Publications 01.09.2007
SAGE PUBLICATIONS, INC
Subjects
Administrators
Attitudes
Bureaucracy
Case studies
Citizen participation
Collaboration
Community
Culture
Developing countries
Environmental aspects
Forest management
Forestry
Forests
Government agencies
Implementation
India
LDCs
Management science
Natural resources
Organization theory
Organizational behavior
Organizational change
Organizational factors
Organizational socialization
Personality
Personality traits
Public administration
Public management
Public officials
Public opinion
Public sector
Public servants
Resistance
Socialization
Structural equation modeling
Studies
Success
India
institutions
community forestry
structural equation modeling
bureaucracy
resistance to change
forestry agencies
India
Online AccessGet full text

Cover

More Information
Summary:Resistance among administrative professionals to participatory approaches is analyzed by means of a case study involving the implementation of community-based forest management (CBFM) in India. The model consists of two dimensions of attitudinal resistance to change—disapproval of CBFM regime by forest managers (a) at individual level and (b) at organizational level—and four categories of factors influencing resistance: personality traits, organizational factors, external environmental factors, and socialization factors. The model is empirically tested using the perceptions of forest managers working in state Forest Departments of four states in India. The empirical findings are used to suggest strengthening of organization and public administration theories on four aspects and to suggest some specific measures to deal with the attitudinal inertia of public administrators.
Bibliography:ObjectType-Article-1
SourceType-Scholarly Journals-1
ObjectType-Feature-2
content type line 23
ObjectType-Article-2
ObjectType-Feature-1
ISSN:0095-3997
1552-3039
DOI:10.1177/0095399707303635