Journal Articles

Cutback Management and the Paradox of Publicness

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Cutback management in the public sector poses unique problems. More than 30 years ago, Charles Levine illustrated these problems by discussing the paradoxes of cutback management in public organizations. Building on Levine's work on cutback management and developments in publicness theory, the author provides a contemporary perspective on cutback management. He asserts that publicness creates paradoxical tensions in different domains such as organizational goals, employee motivation, and organizational performance. These tensions need to be embraced in both theoretical discussions of and practical engagement with cutback management. Instead of a short-term, reductionist approach to cutback management, a holistic and long-term perspective is necessary.

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Detail Information

Series Title

Public Administration Review

Call Number

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Publisher

Hoboken, United States : Wiley-Blackwell., 2010

Collation

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Language

English

ISBN/ISSN

00333352

Classification

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Content Type

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Media Type

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Carrier Type

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Edition

Volume 70, Issue 4, pages 564–571, July/August 201

Subject(s)

Public administration
Public sector
Cutback management

Specific Detail Info

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Statement of Responsibility

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