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...
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| Published in | Administration & society Vol. 39; no. 5; pp. 569 - 610 |
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| Main Authors | , , |
| Format | Journal Article |
| Language | English |
| Published |
Los Angeles, CA
Sage Publications
01.09.2007
SAGE PUBLICATIONS, INC |
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| Abstract | 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. |
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| AbstractList | 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. 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. Reprinted by permission of Sage Publications, Inc. 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. [PUBLICATION ABSTRACT] |
| Author | Kant, Shashi Amburgey, Terry L. Kumar, Sushil |
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| Snippet | Resistance among administrative professionals to participatory approaches is analyzed by means of a case study involving the implementation of community-based... |
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| SubjectTerms | 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 |
| Subtitle | Examining Resistance Among Administrative Professionals |
| Title | Public Agencies and Collaborative Management Approaches |
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