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Performance of semi‐autonomous public bodies: linkage between autonomy and performance in Japanese agencies
Author(s) -
Yamamoto Kiyoshi
Publication year - 2006
Publication title -
public administration and development
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.574
H-Index - 44
eISSN - 1099-162X
pISSN - 0271-2075
DOI - 10.1002/pad.369
Subject(s) - autonomy , accountability , linkage (software) , flexibility (engineering) , public administration , political science , business , public economics , public relations , economics , management , law , biochemistry , chemistry , gene
The creation of semi‐autonomous public bodies or agencification has been diffused around the world. The basic concept lies in giving more autonomy in operations in exchange for strengthening accountability for results. It is assumed that granting more flexibility in management produces more efficient and effective outcomes. However, the causal relationship between autonomy and performance has been inconclusive despite many empirical studies. This is because institutional factors are neglected, as are other measurement problems such as using cross‐section data. Consequently, in this article, the relationship is examined using institutional factors and a retrospective survey method to study Japanese agencies. The analysis shows that there is a causal relationship between operational autonomy and performance, but only partial causal linkages between other types of autonomy like structural or legal autonomy and performance. Copyright © 2006 John Wiley & Sons, Ltd.