Organizational Trust and Accountability Reforms in Public Management: Analysis of Inter-agency Implementation Relations in Kenya

References

• Agranoff, R., & McGuire., M. (2004). Collaborative public management: New strategies for local governments. Washington, DC: Georgetown University Press.
   Google Scholar
• Archer, D., & Cameron, A. (2009). Collaborative leadership: How to succeed in an interconnected world. London, UK: Routledge.
   Google Scholar
• Armah-Attoh, D., Gyimah-Boadi, E., & Chikwanha, A. B. (2007). Corruption and institutional trust in Africa: Implications for democratic development. New York, NY: Afrobarometer.
   Google Scholar
• Askim, J., & Fimreite, A. L. (2008). Partnership as coordination mechanism in central-local government relations: The case of Norwegian welfare state reform. Paper for EGPA Conference, Rotterdam.
   Google Scholar
• Bouckaert, G., Peters, B. G., & Verhoest, K. (2010). Resources, mechanisms and instruments for coordination. InThe coordination of public sector organizations (pp. 34–66). London, UK: Palgrave Macmillan.
   Google Scholar
• Bouckaert, G., & Van de Walle, S. (2003). Comparing measures of citizen trust and user satisfaction as indicators of ‘good governance’: Difficulties in linking trust and satisfaction indicators. International Review of Administrative Sciences, 69(3), 329–343.
   Web of Science ®Google Scholar
• Brinkerhoff, D. W., & Brinkerhoff, J. M. (2011). Public–Private partnerships: Perspectives on purposes, publicness, and good governance. Public Administration and Development, 31(1), 2–14. doi:10.1002/pad.584
   Web of Science ®Google Scholar
• Chang, E. C. C., & Chu, Y.-H. (2006). Corruption and trust: Exceptionalism in Asian democracies? The Journal of Politics, 68(2), 259–271. doi:10.1111/j.1468-2508.2006.00404.x
   Web of Science ®Google Scholar
• Christensen, T., & Lægreid., P. (2018). An organization approach to public administration. In E. Ongaro & S. Van Thiel (Eds.), The Palgrave handbook of public administration and management in Europe (pp. 1087–1104). London, UK: Springer.
   Google Scholar
• Christensen, T., Lægreid, P., Roness, P. G., & Røvik, K. A. (2007). Organization theory and the public sector: Instrument, culture and myth.  New York, NY: Routledge.
   Google Scholar
• Christensen, T., & Per Lægreid. (2005). Trust in government: The relative importance of service satisfaction, political factors, and demography. Public Performance & Management Review, 28(4), 487–511.
   Google Scholar
• EACC. (2015, June). Corruption and ethics survey report, 2014. Nairobi: Research & Transformation Department, Ethics and Anti-Corruption Commission.
   Google Scholar
• Esau, M. V. (2016). Exploring institutional trust and organizational performance through the case of the City of Cape Town. International Journal of Public Administration, 39(9), 686–693. doi:10.1080/01900692.2016.1162806
   Web of Science ®Google Scholar
• Fukuyama, F. (1995). Trust: The social virtues and the creation of prosperity (No. D10 301 c. 1/c. 2). New York, NY: Free Press Paperbacks.
   Google Scholar
• Fukuyama, F. (2013). What is governance? Governance, 26(3), 347–368. doi:10.1111/gove.2013.26.issue-3
   Web of Science ®Google Scholar
• Garfinkel, H. (1963). A conception of and experiments with “trust” as a condition of concerted stable actions. In J. O’Brien (Ed.), The production of reality: essays and readings on social interaction. Los Angeles, CA: Sage publications Ltd.
   Google Scholar
• Gulati, R., & Nickerson, J. A. (2008). Interorganizational trust, governance choice, and exchange performance. Organization Science, 19(5), 688–708. doi:10.1287/orsc.1070.0345
   Web of Science ®Google Scholar
• Harlow, C., & Rawlings, R. (2007). Promoting accountability in multilevel governance: A network approach. European Law Journal, 13(4), 542–562. doi:10.1111/eulj.2007.13.issue-4
   Web of Science ®Google Scholar
• Huff, L., & Kelley, L. (2003). Levels of organizational trust in individualist versus collectivist societies: A seven-nation study. Organization Science, 14(1), 81–90. doi:10.1287/orsc.14.1.81.12807
   Web of Science ®Google Scholar
• Jamil, I., Askvik, S., & Baniamin, H. M. (2016). Citizens’ trust in anticorruption agencies: A comparison between Bangladesh and Nepal. International Journal of Public Administration, 39(9), 676–685. doi:10.1080/01900692.2016.1162805
   Web of Science ®Google Scholar
• Johnston, M. (2005). Civil society and corruption: Mobilizing for reform. Lanham, MD: University Press of America.
   Google Scholar
• KACC. (2007). Framework for mainstreaming corruption prevention in public institutions. Nairobi: The Directorate for Preventive Services, Kenya Anti-Corruption Commission.
   Google Scholar
• Kettl, D. F. (2000). The transformation of governance: Globalization, devolution, and the role of government. Public Administration Review, 60(6), 488–497. doi:10.1111/0033-3352.00112
   Web of Science ®Google Scholar
• Kim, S.-E. (2005). The role of trust in the modern administrative state: An integrative model. Administration & Society, 37(5), 611–635. doi:10.1177/0095399705278596
   Web of Science ®Google Scholar
• La Porte, T. R., & Metlay, D. S. (1996). Hazards and institutional trustworthiness: Facing a deficit of trust. Public Administration Review, 341–347. doi:10.2307/976375
   Web of Science ®Google Scholar
• Lawler, I. I. I., & Edward, E. (1992). The ultimate advantage: Creating the high-involvement organization. San Francisco, CA: Jossey-Bass Inc. Publishers.
   Google Scholar
• Marlowe, J. (2004). Part of the solution or cogs in the system?: The origins and consequences of trust in public administrators. Public Integrity, 6(2), 93–113.
   Google Scholar
• Mayer, R. C., Davis, J. H., & David Schoorman, F. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709–734. doi:10.5465/amr.1995.9508080335
   Web of Science ®Google Scholar
• Merton, R. K. (1939). Bureaucratic structure and personality. Social Forces, 18(4), 560–568. doi:10.2307/2570634
   Google Scholar
• Meyer, J. W., & Rowan, B. (1991). Institutionalized organizations: Formal structure as myth and ceremony. In P. W. Walter & J. DiMaggio Paul (Eds.), The new institutionalism in organizational analysis (pp. 41–62). Chicago: University of Chicago Press.
   Google Scholar
• Mutai, E. (2015, February 19). Ombudsman says EACC blocking probe into impropriety. Business Daily. Retrieved from http://www.businessdailyafrica.com/Ombudsman-blocked-from-investigating-EACC-officers/-/539546/2628306/-/hdip9rz/-/index.html
   Google Scholar
• Nachmias, D. (1985). Determinants of trust within the federal bureaucracy. In: D. H. Rosenbloom (Ed.), Public personnel policy: The politics of civil service (pp. 133–145). New York, NY: Associated Faculty Press.
   Google Scholar
• Newman, J. (2004). Constructing accountability: Network governance and managerial agency. Public Policy and Administration, 19(4), 17–33. doi:10.1177/095207670401900402
   Google Scholar
• Nielsen, B. B. (2011). Trust in strategic alliances: Toward a co-evolutionary research model. Journal of Trust Research, 1(2), 159–176. doi:10.1080/21515581.2011.603510
   Google Scholar
• Ntimama, W. (2005, April 11–12). Public sector reform and institutional capacity building. A Paper Presented during the Kenya Consultative Group Meeting held in Nairobi, Republic of Kenya, Nairobi.
   Google Scholar
• O’Toole, L. J. (1997b). The implications for democracy in a networked bureaucratic world. Journal of Public Administration Research and Theory, 7(3), 443–459. doi:10.1093/oxfordjournals.jpart.a024358
   Google Scholar
• Onyango, G. (2017a). Collectivism and reporting of organizational wrongdoing in public organizations: The case of county administration in Kenya. International Review of Sociology, 27(2), 353–372. doi:10.1080/03906701.2017.1298429
   Web of Science ®Google Scholar
• Onyango, G. (2017b). One-step shop in service delivery in Kenya. In A. Farazmand (Ed.), Global encyclopedia of public administration, public policy, and governance (Chap. 949). Cham: Springer.
   Google Scholar
• Onyango, G. (2017c). Organizational disciplinary actions as socio-political processes in public organizations. Public Organization Review, 1–22. doi:10.1007/s11115-017-0401-7
   Google Scholar
• Onyango, G. (2018). Devolution, Coordination and control of accountability reforms in Kenya. In A. Farazmand (Ed.), Global encyclopedia of public administration, public policy, and governance. Cham: Springer.
   Google Scholar
• Poppo, L., Zhou, K. Z., & Ryu, S. (2008). Alternative origins to interorganizational trust: An interdependence perspective on the shadow of the past and the shadow of the future. Organization Science, 19(1), 39–55. doi:10.1287/orsc.1070.0281
   Web of Science ®Google Scholar
• Republic of Kenya. (2005). Public service reforms and development Secretariat. Nairobi: Donor/GOK Consultative Meeting. Office of the President.
   Google Scholar
• Republic of Kenya. (2014). The report of the auditor-general on the appropriation accounts, Other public accounts and the accounts of the funds of the Republic of Kenya for the Year 2012/2013. Nairobi: Author
   Google Scholar
• Schoorman, F. D., Mayer, R. C., & Davis, J. H. (2007). An integrative model of organizational trust: Past, present, and future. Academy of Management Review, 32(2), 344–354. doi:10.5465/amr.2007.24348410
   Web of Science ®Google Scholar
• Seppänen, R., Blomqvist, K., & Sundqvist, S. (2007). Measuring inter-organizational trust—A critical review of the empirical research in 1990–2003. Industrial Marketing Management, 36(2), 249–265. doi:10.1016/j.indmarman.2005.09.003
   Web of Science ®Google Scholar
• Sims, H. (2001). Public confidence in government, and government service delivery. Ottawa, ON: Canadian Centre for Management Development.
   Google Scholar
• Suchman, M. C. (1995). Managing legitimacy: Strategic and institutional approaches. Academy of Management Review, 20(3), 571–610. doi:10.5465/amr.1995.9508080331
   Web of Science ®Google Scholar
• Sun, P. Y., & Childerhouse, P. (2009). Collaborative cultural space: Disciplines for Inter-Organizational Collaborative learning behaviour. In A. Dwivedi & T. Butcher (Eds.), Supply chain management and knowledge management (pp. 232–253). London, UK: Palgrave Macmillan.
   Google Scholar
• Thompson, J. D. (1967/2003). Organizations in action: Social science bases of administration. New York, NY: McGraw-Hill.
   Google Scholar
• Vlaar, P. W. L., Van Den Bosch, F. A. J., & Volberda, H. W. (2007). On the evolution of trust, distrust, and formal coordination and control in interorganizational relationships: Toward an integrative framework. Group & Organization Management, 32(4), 407–428. doi:10.1177/1059601106294215
   Web of Science ®Google Scholar
• Wong, T. K.-Y., Hsiao, H.-H. M., & Wan, P.-S. (2009). Comparing political trust in Hong Kong and Taiwan: Levels, determinants, and implications. Japanese Journal of Political Science, 10(2), 147–174. doi:10.1017/S146810990900351X
   Web of Science ®Google Scholar
• Zaheer, A., & Harris, J. D. (2006). Interorganizational trust. In O. Shenkar & J. J. Reuer (Eds.), Handbook of strategic alliances (pp. 169–197). Thousand Oaks, CA: Sage.
   Google Scholar
• Zucker, L. G. (1986). Production of trust: Institutional sources of economic structure, 1840–1920. Research in Organizational Behavior, 8, 53–111.
   Google Scholar
• Zucker, L. G. (1991). The role of institutionalization in cultural persistence. In W. W. Powell & P. J. DiMaggio (Eds.), The new institutionalism in organizational analysis (pp. 83–107). Chicago: University of Chicago Press.
   Google Scholar