Looking into inter-organizational coordination from a cultural perspective: A study on public organizations at the subnational level in Bangladesh

References

• Agarwal, R. D. (1994). Organisation and management. Tata McGraw-Hill Publishing Company Limited.
   Google Scholar
• Akanda, M. M. M. (2016). Citizens’ trust in public institutions: Exploring trust in public officials of Bangladesh. A published Master in Public Policy and Governance (MPPG) dissertation, North South University,
   Google Scholar
• Alexander, E. R. (1995). How organizations act together. Inter-organisational coordination in theory and practice. OAS.
   Google Scholar
• Baier, V. E., March, J. G., & Sætren, H. (1994). Implementation and ambiguity. In D. McKevitt and A. Lawton (Eds.), Public sector management: Theory, critique and practice (pp. 161–169). Sage Publication.
   Google Scholar
• Bolland, J. M., & Wilson, J. V. (1994). Three faces of integrative coordination: A model of interorganizational relations in community-based health and human services. Health Services Research, 29(3), 341–366.
   PubMed Web of Science ®Google Scholar
• Bouckaert, G., Peters, B. G., & Verhoest, K. (2010). The coordination of public sector organizations: Shifting patterns of public management. Palgrave Macmillan.
   Google Scholar
• Brinkerhoff, D. W. (1996). Coordination issues in policy implementation networks: An illustration from Madagascar’s environmental action plan. World Development, 24(9), 1497–1510. https://doi.org/10.1016/0305-750X(96)00046-0
   Web of Science ®Google Scholar
• Charron, N., Dahlstrøm, C., & Lapuente, V. (2012). No law without a state. Journal of Comparative Economics, 40(2), 176–193. https://doi.org/10.1016/j.jce.2011.12.004
   Web of Science ®Google Scholar
• Chisholm, D. (1989). Coordination without hierarchy: Informal structures in multi-organizational systems. University of California Press.
   Google Scholar
• Christensen, T., & Lægreid, P. (2006). The whole of government approach: Regulation, performance and public sector reform. SteinRokkan Centre for Social Studies. Working Paper No. 6.
   Google Scholar
• Christensen, T., Lægreid, P., Roness, P. G., & Røvik, K. A. (2007). Organisation theory and the public sector: Instrument, culture and myth. Routledge.
   Google Scholar
• Christensen, T., & Lægreid, P. (2007). The whole-of-government approach to public sector reform. Public Administration Review, 67(6), 1059–1066. https://doi.org/10.1111/j.1540-6210.2007.00797.x
   Web of Science ®Google Scholar
• Christensen, T., & Lægreid, P. (2008). The challenge of coordination in Central Government Organizations: The Norwegian case. Public Organization Review, 8(2), 97–116. https://doi.org/10.1007/s11115-008-0058-3
   Google Scholar
• Cohen, A., Rosenblatt, Z., & Buhadana, T. (2011). Organisational learning and individual values: The case of Israeli civil service employees. Administration & Society, 43(4), 446–473. https://doi.org/10.1177/0095399711413080
   Web of Science ®Google Scholar
• Deal, T., & Kennedy, A. A. (1982). Corporate cultures: The rites of and rituals of corporate life. Addison Wesley.
   Google Scholar
• Department for International Development (DFID). (2004). Operationalising pro-poor growth: Bangladesh. DFID.
   Google Scholar
• Duit, A. (2007). Path dependency and institutional change: The case of industrial emission control in Sweden. Public Administration, 85(4), 1097–1118. https://doi.org/10.1111/j.1467-9299.2007.00687.x
   Web of Science ®Google Scholar
• Ferdous, J. (2016). Bureaucracy in Bangladesh: Past, present experiences and future expectations. Public Policy and Administration Research, 6(4), 1–10.
   Google Scholar
• Fischer, R., & Smith, P. B. (2006). Who cares about justice? The moderating effect of values on the link between organisational justice and work behaviour. Applied Psychology: An International Review, 55(4), 541–562. https://doi.org/10.1111/j.1464-0597.2006.00243.x
   Web of Science ®Google Scholar
• Gambetta, D. (Ed.). (1988). Trust: Making and breaking cooperative relations. Blackwell.
   Google Scholar
• Gupta, P., Dirsmith, M., & Fogarty, T. (1994). Coordination and control in a governmental agency: Contingency and institutional perspectives. Administrative Science Quarterly, 39, 264–284.
   Web of Science ®Google Scholar
• Hall, R. A., Clark, J. C., Giordano, P. V., & Rockel, M. V. (1976). Patterns of inter-organisational relationships. Administrative Science Quarterly, 22(3), 457–474. https://doi.org/10.2307/2392183
   Web of Science ®Google Scholar
• Harris, J. (2000). Working together: The principles and practice of co-operation and Partnership. In D. Robinson, T. Hewitt, and J. Harriss (Eds.), Managing development: Understanding inter-organizational relationships (pp. 225–242). Sage Publication Ltd.
   Google Scholar
• Hofstede, G. (2003). Cultures and organisations. Profile Books Limited.
   Google Scholar
• Huque, A. S., & Rahman, M. T. (2003). From domination to alliance: Shifting strategies and accumulation of power by the bureaucracy in Bangladesh. Public Organisation Review, 3(4), 403–418. https://doi.org/10.1023/B:PORJ.0000004817.33343.a5
   Google Scholar
• Innes, A. D. (Ed.). (1916). Warren hastings. Cambridge University Press.
   Google Scholar
• Islam, M. S. (1994). Assessment of coordination needs (ACN) in administration: A macro study. Bangladesh Public Administration Training Centre).
   Google Scholar
• Islam, M. R. (2011). Bureaucracy and administrative reform for democratic governance in Bangladesh in Bangladesh: Rhetoric and reality. Society and Change, 5(1), 7–27.
   Google Scholar
• Ivanova, M., & Sydnes, A. K. (2010). Interorganizational coordination in oil spill emergency response: A case study of the Murmansk region of Northwest Russia. Polar Geography, 33(3–4), 139–164. https://doi.org/10.1080/1088937X.2010.545755
   Google Scholar
• Jackall, R. (1988). Moral Mazes. The world of corporate managers. Oxford University Press.
   Google Scholar
• Jamil, I. (2007). Administrative culture in Bangladesh. AHDPH and CDG.
   Google Scholar
• Jennings, E. T. (1994). Building bridges in the intergovernmental arena: Coordinating employment and training programs in the American States. Public Administration Review, 54(1), 52–60. https://doi.org/10.2307/976498
   Web of Science ®Google Scholar
• Jennings, E. T., Jr., & Krane, D. (1994). Coordination and welfare reform: The Quest for the Philosopher’s stone. Public Administration Review, 54(4), 341–348. https://doi.org/10.2307/977381
   Web of Science ®Google Scholar
• Johns, G. (1996). Organisational behavior: Understanding and meaning life at work (4th ed.). HarperCollins College Publishers.
   Google Scholar
• Khan, M. S. A. (1980). Coordination: A problem of municipal corporation. Local Government Quarterly, 9(3–4), 28–45.
   Google Scholar
• Kohn, M. (2008). Trust. Self-interest and the common good. Oxford University Press.
   Google Scholar
• Lægreid, P., Nordø, Å. D., & Rykkja, L. H. (2013). The quality of coordination in the Norwegian central government: The importance of coordination arrangements and structural, cultural and demographic factors. Paper presented at the Conference of the European Group of Public Administration (EGPA) Study Group on Governance of Public Sector Organizations, Edinburgh, Scotland. Retrieved from http://www.cocops.eu/wp-content/uploads/2013/12/Working-Paper-no.-14.pdf.
   Google Scholar
• Malone, T. W., & Crowston, K. (1994). The interdisciplinary study of coordination. ACM Computing Surveys, 26(1), 87–119. https://doi.org/10.1145/174666.174668
   Web of Science ®Google Scholar
• Martinez, J. I., & Jarillo, J. C. (1989). The evolution of research on coordination mechanisms in multinational corporations. Journal of International Business Studies, 20(3), 489–514. https://doi.org/10.1057/palgrave.jibs.8490370
   Web of Science ®Google Scholar
• McEvily, B., Perrone, V., & Zaheer, A. (2003). Trust as an organising principle. Organization Science, 14(1), 91–103. https://doi.org/10.1287/orsc.14.1.91.12814
   Web of Science ®Google Scholar
• Meek, V. L. (1994). Organizational culture: Origins and weaknesses. In D. McKevitt and A. Lawton (Eds.), Public sector management: Theories, critique and practice (pp. 265–280). Sage Publications).
   Google Scholar
• Mintzberg, H. (1979) The structuring of organisations: A synthesis of the research. Prentice-Hall International, Inc.
   Google Scholar
• Monem, M., & Kim, P. S. (2009). Civil service reform in Bangladesh: All play but hardly any work. Asia Pacific Journal of Public Administration, 31(1), 1–14.
   Google Scholar
• Mooney, J. D., & Riley, A. C. (1939). The principles of organisation. Harper & Brothers.
   Google Scholar
• Moore, M. (2000). Competition within and between organisations. In D. Robinson, T. Hewitt, and J. Harriss (Eds.), Managing development: Understanding inter-organizational relationships (pp. 90–113). Sage Publication Ltd.
   Google Scholar
• Morshed, M. M. R. (1997). Bureaucratic response to administrative decentralisation: A study of Bangladesh civil service. The University Press Limited.
   Google Scholar
• Novak, J. J. (1994). Bangladesh: Reflections on water. The University Press Limited.
   Google Scholar
• O'Reilly, C. A., & Chatman, J. A. (1996). Culture as social control: Corporations, cults, and commitment. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behavior: An annual series of analytical essays and critical reviews (Vol. 18, pp. 157–200). Elsevier Science/JAI Press.
   Google Scholar
• Obaidullah, A. T. M. (1996). Generalist-specialist conflict in Public Service in Bangladesh: An overview. Bangladesh Journal of Public Administration, 5(1), 45–60.
   Google Scholar
• Olivola, C. Y., Kim, Y., Merzel, A., Kareev, Y., Avrahami, J., & Ritov, I. (2020). Cooperation and coordination acrosscultures and contexts: Individual, socio-cultural, and contextualfactors jointly influences decision making in the volunteer's dilemmagame. Journal of Behavioral Decision Making, 33(1), 93–118. https://doi.org/10.1002/bdm.2135
   Web of Science ®Google Scholar
• Painter, M., & Peters, B. G. (Ed.). (2010). Tradition and public administration. Palgrave Macmillan.
   Google Scholar
• Panday, P. K. (2004). Political culture in Bangladesh; Does leadership matter? Social Change, 34(4), 24–37. https://doi.org/10.1177/004908570403400402
   Google Scholar
• Panday, P. K., & Jamil, I. (2011). Challenges of coordination in implementing urban policy: The Bangladesh experience. Public Organisation Review, 11, 155–176.
   Google Scholar
• Peryman, J., & Kelsey, D. (2021). Ambiguity when playing coordination games across cultures. Theory and Decision, 90(3–4), 485–505. https://doi.org/10.1007/s11238-020-09765-1
   Web of Science ®Google Scholar
• Peters, B. G. (1998). Managing horizontal Government: The politics of co-ordination. Public Administration, 76(2), 295–311. https://doi.org/10.1111/1467-9299.00102
   Web of Science ®Google Scholar
• Peters, B. G. (2006). Concepts and theories of horizontal policy management. In B. G. Peters, and J. Pierre (Eds.), Handbook of Public Policy (pp. 115–138). Sage Publication.
   Google Scholar
• Pires, S. R. I., Bremer, C. F., & Eulalia, L. A. (2001). Supply chain and virtual enterprise: Comparisons, migration and a case study. International Journal of Logistics: Research and Applications, 4(3), 279–311. https://doi.org/10.1080/13675560110084111
   Google Scholar
• Pollitt, C. (2003). Joined-up government: A survey. Political Studies Review, 1(1), 34–49. https://doi.org/10.1111/1478-9299.00004
   Google Scholar
• Schwartz, H., & Davis, S. M. (1981). Matching corporate culture and business strategy. Organizational Dynamics, 10, 30–48.
   Web of Science ®Google Scholar
• Schwartz, S. H. (1996). Value priorities and behaviour: Applying a theory of integrated value systems. In C. Seligman, J. M. Olsen, & M. P. Zanna (Eds.), Values: The Ontario symposium (Vol. 8, pp. 1–25). Lawrence Erlbaum.
   Google Scholar
• Schwartz, S. H., Sagiv, L., & Boehnke, K. (2000). Worries and values. Journal of Personality, 68(2), 309–346. https://doi.org/10.1111/1467-6494.00099
   PubMed Web of Science ®Google Scholar
• Scott, W. R. (2001). Institutions and organisations (2nd ed.). Sage Publications.
   Google Scholar
• Seidman, H., & Gilmour, R. (1986). Politics, position and power: From the positive to the regulatory state (4th ed.). Oxford University Press.
   Google Scholar
• Seidman, H. (1998). Politics, position, and power: The dynamics of federal organization (5th ed.). Oxford University Press.
   Google Scholar
• Selznick, P. (1957). Leadership in administration: A Sociological Interpretation (Vol. 62, pp. 67–68). Harper & Row.
   Google Scholar
• Sørensen, J. B. (2002). The strength of corporate culture and the reliability of firm performance. Administrative Science Quarterly, 47(1), 70–91. https://doi.org/10.2307/3094891
   Web of Science ®Google Scholar
• Thompson, J. D. (1967). Organisations in action: Social science bases of administrative theory. McGraw-Hill.
   Google Scholar
• Uslaner, E. M. 2001. Trust as a moral value. Prepared for the Conference, “Social Capital: Interdisciplinary Perspectives”, University of Exeter, Exeter, UK, 15-20 September.
   Google Scholar
• Van De Ven, A. H., Delbecq, A. L., & Koenig, R. J. (1976). Determinants of coordination modes within organisations. American Sociological Review, 41(02), 322–338. https://doi.org/10.2307/2094477
   Google Scholar
• Van Der Wal, Z., De Graaf, G., & Lasthuizen, K. (2008). What is valued most? Similarities and differences between the organisational values of the public and private sector. Public Administration, 86(2), 465–482. https://doi.org/10.1111/j.1467-9299.2008.00719.x
   Web of Science ®Google Scholar
• Verhoest, K., & Bouckaert, G., et al. (2005). Machinery of government and policy capacity: The effects of specialisation and coordination. In M. Painter, Ed. Challenges to State Policy Capacity (pp. 92–111).
   Google Scholar
• Weick, K. E. (1994). Organizational culture as a source of high reliability. In H. Tsoukas (Ed.), New thinking in organizational behaviour (pp. 147–162). Butterworth-Heinemann.
   Google Scholar
• White, R., & Poynter, T. (1990). Organising for worldwide advantage. In C. Bartlett, Y. Doz, & G. Hedlund (Eds.), Managing the global firm (pp. 95–113). Routledge.
   Google Scholar
• Zafarullah, H. (1998). National administration in Bangladesh: An analysis of organizational arrangements and operating methods. Asian Journal of Public Administration, 20(1), 79–112. https://doi.org/10.1080/02598272.1998.10800349
   Google Scholar