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dc.contributor.authorSchillemans, Thomas
dc.contributor.authorOverman, Sjors
dc.contributor.authorFawcett, Paul
dc.contributor.authorFlinders, M
dc.contributor.authorFredriksson, Magnus
dc.contributor.authorLægreid, Per
dc.contributor.authorMaggetti, Martino
dc.contributor.authorPapadopoulous, Yannis
dc.contributor.authorRubecksen, Kristin
dc.contributor.authorRykkja, Lise H.
dc.contributor.authorSalomonsen, Heidi Houlberg
dc.contributor.authorSmullen, Amanda
dc.contributor.authorWood, Matt
dc.description.abstractThe literature on autonomous public agencies often adopts a top‐down approach, focusing on the means with which those agencies can be steered and controlled. This article opens up the black box of the agencies and zooms in on their CEO's and their perceptions of hierarchical accountability. The article focuses on felt accountability, denoting the manager's (a) expectation to have to explain substantive decisions to a parent department perceived to be (b) legitimate and (c) to have the expertise to evaluate those decisions. We explore felt accountability of agency‐CEO's and its institutional antecedents with a survey in seven countries combining insights from public administration and psychology. Our bottom‐up perspective reveals close connections between de facto control practices rather than formal institutional characteristics and felt accountability of CEO's of agencies. We contend that felt accountability is a crucial cog aligning accountability holders' expectations and behaviors by CEO's.en_US
dc.rightsNavngivelse 4.0 Internasjonal*
dc.titleUnderstanding Felt Accountability: The institutional antecedents of the felt accountability of agency-CEO's to central governmenten_US
dc.typeJournal articleen_US
dc.typePeer revieweden_US
dc.rights.holderCopyright 2020 The Authors.en_US
dc.source.journalGovernance. An International Journal of Policy, Administration and Institutionsen_US
dc.identifier.citationGovernance, 2020.en_US

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