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dc.contributor.authorCorbett, Jack
dc.contributor.authorHoward, Cosmo
dc.date.accessioned2017-06-12T05:17:06Z
dc.date.available2017-06-12T05:17:06Z
dc.date.issued2017
dc.identifier.issn0033-3298
dc.identifier.doi10.1111/padm.12299
dc.identifier.urihttp://hdl.handle.net/10072/339622
dc.description.abstractAgency size is generally assumed to be positively correlated with survival: the bigger an agency, the less likely it is to be terminated. Yet, recent research finds a very small effect of size on survival. The reason, we argue, is that it only addresses size in terms of overall operating budget – what this article calls objective size. By contrast, we use an interpretive historicist approach to show how perceived size – the meanings and beliefs of key actors concerning an agency's size – affects termination. Drawing on a case study of Australia's independent aid agency, AusAID, which endured a tumultuous history of cuts, reorganizations and rebirths, culminating in termination, we show how perceptions of the agency's size mattered. These findings both support and extend recent research showing that adaptation and reputation are critical to the survival of government agencies.
dc.description.peerreviewedYes
dc.languageEnglish
dc.language.isoeng
dc.publisherBlackwell Publishing Ltd.
dc.relation.ispartofpagefrom196
dc.relation.ispartofpageto213
dc.relation.ispartofissue1
dc.relation.ispartofjournalPublic Administration
dc.relation.ispartofvolume95
dc.subject.fieldofresearchPolicy and administration
dc.subject.fieldofresearchPolicy and administration not elsewhere classified
dc.subject.fieldofresearchPolitical science
dc.subject.fieldofresearchcode4407
dc.subject.fieldofresearchcode440799
dc.subject.fieldofresearchcode4408
dc.titleWhy perceived size matters for agency termination
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.hasfulltextNo Full Text
gro.griffith.authorHoward, Cosmo W.


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