Why do public managers use management tools?

In this new paper in PAR – “Institutions or Contingencies? A Cross‐Country Analysis of Management Tool Use by Public Sector Executives” – Bert George, Gerhard Hammerschmid and I look into the wide variation in the extent to which public organizations use management tools. Drawing on normative isomorphism and contingency theory, this article investigates the determinants of both organization‐oriented and client‐oriented management tool use by top public sector executives in 18 countries. We show that contingency theory is a better explanation for this variation than is isomorphism.

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