Barriers to Change in a Quango
- 1 January 1987
- journal article
- other
- Published by SAGE Publications in Organization Studies
- Vol. 8 (1) , 71-82
- https://doi.org/10.1177/017084068700800106
Abstract
This case study shows how a quango has failed to achieve effectiveness because its cumbersome structure prevents the active minority pressing for change from achieving it. A catch-22 situation arose in events associated with revising the Act under which the quango was constituted. The main stumbling block preventing proposed revisions from succeeding was Council representation, a critical factor for effective decision-making, as evidenced by its inability to reach a decision on it.Keywords
This publication has 2 references indexed in Scilit:
- REPORTING AND REVIEW OF QUANGOSAustralian Journal of Public Administration, 1983
- The Structure of "Unstructured" Decision ProcessesAdministrative Science Quarterly, 1976