Wesley Kaufmann
Tilburg University
Publications 29
#1Wesley Kaufmann (Tilburg University)H-Index: 5
#2Gabel Taggart (ASU: Arizona State University)H-Index: 3
Last.Barry Bozeman (ASU: Arizona State University)H-Index: 54
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We focus on the relationships among administrative delay, red tape, and red tape–related organizational performance. We hypothesize that administrative delay leads to more red tape, more complaints from clients about red tape, and makes it more difficult for organizations to serve their clients. We test our hypotheses using data from the National Administrative Studies Project - Citizen, gathered on Amazon Mechanical Turk in late 2014 (n = 1,254). The results support each of the hypotheses. The ...
#1Wesley Kaufmann (Tilburg University)H-Index: 5
#2Erin L. Borry (UAB: University of Alabama at Birmingham)H-Index: 3
Last.Leisha DeHart-Davis (UNC: University of North Carolina at Chapel Hill)H-Index: 12
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Most research has conceptualized red tape as being a pathological subset of organizational formalization. This article argues that focusing on a single dimension of organizational structure as a red tape driver is unrealistically narrow. Specifically, the article advances hypotheses as to how organizational centralization and hierarchy affect perceived red tape, in addition to formalization. This reasoning is tested using survey data from employees of three local government organizations in the ...
#1Wesley Kaufmann (UG: University of Groningen)H-Index: 5
#2Witteloostuijn van Arjen (University of Antwerp)H-Index: 33
Understanding where (ineffective) organizational rules come from is of vital importance for both public administration scholars and practitioners. Yet little is known about the underlying mechanisms that explain why external rules may cause organizational rule breeding and, as a by-product, red tape. Using a combination of archival and interview data, the authors empirically study rule-breeding processes in the case of Gasunie, which is a heavily regulated Dutch gas transport organization. The a...
#1Berend van der Kolk (IE University)H-Index: 4
#2Wesley Kaufmann (Tilburg University)H-Index: 5
The potential of increasing effectiveness and efficiency via performance measurement practices seems clear for scholars and practitioners alike. At the same time, it is often argued that quantitative performance measures fail to do justice to the complex environment of public sector organizations. This paper takes a first step toward incorporating and operationalizing cognitive dissonance theory to make sense of the different beliefs that public workers hold regarding performance measurement pra...
#1Erin L. Borry (UAB: University of Alabama at Birmingham)H-Index: 3
#2Leisha DeHart-Davis (UNC: University of North Carolina at Chapel Hill)H-Index: 12
Last.Lars Tummers (UU: Utrecht University)H-Index: 18
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This study examines the attributes of organizational rules that influence rule following. Rule following fosters organizational effectiveness by aligning individual behaviours with organizational preference. While a range of theoretical explanations have been offered for rule following, the characteristics of rule design and implementation have received less empirical attention. Borrowing from the green tape theory of effective rules, this study examines the influence of two particular character...
#1Wesley Kaufmann (Tilburg University)H-Index: 5
#2Reginald Hooghiemstra (UG: University of Groningen)H-Index: 6
Last.Mary K. Feeney (ASU: Arizona State University)H-Index: 18
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Firms across the globe are affected by red tape, but there is little academic research on how country-level institutions shape red tape perceptions. Drawing on institutional theory, we argue that a variety of formal and informal country-level institutions affect perceptions of red tape in the private sector. We test our hypotheses using six data sources, including the World Economic Forum and the World Bank. Our results indicate that red tape is weakly associated with a country's level of formal...
#1Barry Bozeman (ASU: Arizona State University)H-Index: 54
#2Angel L. Molina (ASU: Arizona State University)H-Index: 4
Last.Wesley Kaufmann (Tilburg University)H-Index: 5
view all 3 authors...