Rule Formalization, Bureaucratic Red Tape, and Prosocial Rule Breaking Among Street-Level Bureaucrats: A Citizen-Centered Perspective

Abstract

Past research indicates that rules can prevent unbureaucratic behaviors among street-level bureaucrats (SLBs). In this research, I draw upon the citizen-agent narrative to propose that when formalized rules are perceived as red tape that negatively affects citizens, SLBs will be more likely to engage in prosocial rule breaking (PSRB) due to their sympathy for citizens in such a situation. I further propose that this effect will be more pronounced among SLBs who interact more frequently with citizens. Data from a sample of local government employees in Thailand were collected to test these hypotheses. Results from latent moderated mediation structural equation modeling analyses revealed that, while rule formalization has a direct negative effect on PSRB, it leads to an increase in PSRB via red tape perceptions and feelings of sympathy for citizens who suffer from red tape. Contact with citizens was also found to amplify the effect of rule formalization on red tape perceptions, such that rule formalization has a stronger indirect influence on PSRB among SLBs who have more frequent contact with citizens. These results point to the importance of maintaining the “optimal” level of rules in citizen-state interactions to ensure that SLBs can perform their public service work effectively.

Keywords:

• Cognitive dissonance theory
• contact with citizens
• red tape
• rule formalization
• prosocial rule breaking
• sympathy for citizens

Disclosure statement

The author whose name is listed above certify that he has NO affiliations with or involvement in any organization or entity with any financial interest or non-financial interest in the subject matter or materials discussed in this manuscript. No potential conflict of interest was reported by the author(s).

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Wisanupong Potipiroon

Wisanupong Potipiroon is Assistant Professor at the Faculty of Management Sciences, Prince of Songkla University in Thailand. He has served as Director of the PhD Program in Management since 2015. His work has appeared in several leading journals in public management including Public Management Review, Public Performance and Management Review, International Public Management Journal, Review of Public Personnel Management, and Public Personnel Management.