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Abstract
In drawing on adaptive theory, this article discusses the relationship between delegation and formalization in the public sector. While traditional and contemporary views suggest that these concepts are either negatively or positively correlated, or that they should be balanced, this study hypothesized that they are dynamically related to each other, and therefore the relationship would be best described as curvilinear (inverted U-shaped). This hypothesis was supported through hierarchical regression analyses of data collected from a police organization that has traditionally pursued formalization, but lately has been urged to pursue a strategy of delegation. Practical and theoretical implications are provided.