Abstract
This article challenges the performativity of organizational economics in the construction of “nexus-of-contract” organizations (or market bureaucracies) and inherent frames of instrumental accountability in the public sector. It argues for a duality between instrumental accountability and relational response-ability, and it shows how such a duality is related to a conceptualization of the public organization as a moral community rather than a market bureaucracy. Relational response-ability originates from the interconnected intentions of individuals at local positions. It encourages and channels intrinsic motivation, virtuous behavior, and stewardship. In a duality with instrumental accountability it may prevent a performance management paradox from occurring.
Original language | English |
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Pages (from-to) | 602-627 |
Journal | Administration and Society |
Volume | 48 |
Issue number | 5 |
DOIs | |
Publication status | Published - 2016 |