TY  - CHAP
AB  - One of the most familiar nostrums of the public management reform literature is that public managers must be risk takers (e.g. Gore, 1993). As is so often the case with prescriptions for public management reform, there is much more advice about risk-taking, its merits and demerits, than there is research on its the incidence, causes and effects of public management risk-taking. Only a handful of studies have actually provided systematic evidence about public agencies’ risk-taking (e.g. Bellante & Link, 1981; Berman & West, 1998; Bozeman & Kingsley, 1998) and some of these studies point to the complexities of conceptualizing and measuring public management risk.
VL  - 13
SN  - 978-1-84950-218-4, 978-0-76231-031-9/0732-1317
DO  - 10.1016/S0723-1318(04)13008-9
UR  - https://doi.org/10.1016/S0723-1318(04)13008-9
AU  - Bozeman Barry
ED  - Lawrence Jones
ED  - Kuno Schedler
ED  - Riccardo Mussari
PY  - 2004
Y1  - 2004/01/01
TI  - 8. RISK, REFORM AND ORGANIZATIONAL CULTURE: THE CASE OF IRS TAX SYSTEMS MODERNIZATION
T2  - Strategies for Public Management Reform
T3  - Research in Public Policy Analysis and Management
PB  - Emerald Group Publishing Limited
SP  - 175
EP  - 204
Y2  - 2024/04/25
ER  -