![]() Most important, the very notion of administrative delay is essentially a social construction. Furthermore, delays can derive from organizational centralization, or a lack of resources. Administrative delays are associated with organizational interest in information technology (Pandey & Bretschneider, 1997) and affect organizational risk-taking culture (Bozeman & Kingsley, 1998).ĭelays may be caused by ineffective rules or by bad management, but delays may also be attributed to differences in norms and informal behavior or to uncontrollable events (Bozeman & Feeney, 2011). ![]() Administrative delay captures the amount of time required to complete core organizational tasks such as purchasing items, hiring and firing personnel, contracting services, and changing policies (Bretschneider, 1990 DeHart-Davis & Bozeman, 2001). In a nutshell, organizational red tape studies have compared self-reported red tape measures with outcome variables at the level of the organization and the individual, including organizational effectiveness (Pandey, Coursey, & Moynihan, 2007), bureaucratic behavior (Scott & Pandey, 2000), and procedural satisfaction (Kaufmann & Tummers, 2017).Īn alternative approach for understanding the deleterious effects of organizational rules is to look at administrative delay. Most red tape studies look at so-called organizational red tape, which can be defined as “rules, regulations, and procedures that remain in force and entail a compliance burden for the organization but have no efficacy for the rules’ functional object” (Bozeman, 1993, p. The final section discusses empirical findings, contributions to theory, and directions for future research.ĭisentangling administrative delay and red tape This is followed by our methods and results sections. We follow with a discussion of the data, our efforts to ensure data reliability and quality, as well as the limits to generalizability of the data. Next, we focus on the relationship between administrative delay, red tape, and organizational performance. First, we disentangle administrative delay and red tape. The structure of the article is as follows. The NASP-C sample was for all organization types, not restricted by sector or by organizational function, and aims to capture the overall proportion of public, private, and nonprofit organizations in the United States. NASP-C surveyed 3,500 respondents from the United States and asked a variety of questions regarding client red tape, administrative delay, collaboration, social media, mentoring, and volunteering. MTurk is a platform that enables researchers to recruit people to perform short tasks, called “Human Intelligence Tasks” or HITs (Kittur, Chi, & Suh, 2008 Little, Chilton, Goldman, & Miller, 2009 Novotney & Callison-Burch, 2010). We test our hypotheses using data from the National Administrative Studies Project-Citizen (NASP-C) gathered on Amazon Mechanical Turk (MTurk) in late 2014. In particular, we hypothesize that administrative delay within the organization leads employees to perceive more red tape complaints from clients about services and products received from the organization, and affects the organization’s ability to serve clients as a result of red tape. ![]() We are interested in administrative delay’s effects on organizational performance. In this study, we return to the idea of administrative delay as a predictor rather than the actual embodiment of red tape (Pandey & Welch, 2005). Rather, red tape “has no redeeming social value” (Bozeman, 1993, p. The authors of those earlier studies were careful to underscore that administrative delay measures do not and cannot actually map the red tape concept space, because red tape is more than an administrative burden or delay alone. This is where we seek to make our contribution.Įarlier work on red tape argued that red tape is predicted by administrative delay of core organizational tasks, such as purchasing equipment, and hiring personnel (Bretschneider, 1990 Pandey & Bretschneider, 1997). Yet, there is a dearth of research on predictors of red tape. ![]() For example, red tape has been studied in the contexts of organizational effectiveness (Pandey, Coursey, & Moynihan, 2007), organizational risk culture (Bozeman & Kingsley, 1998), and public service motivation (Scott & Pandey, 2005). A growing body of knowledge in public administration is concerned with shedding light on the association between pathological written rules or red tape and various other concepts at the level of the organization and the individual (Bozeman & Feeney, 2011 Brewer, Walker, Bozeman, Avellaneda, & Brewer Jr., 2012). ![]()
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