Administration and ambiguity: a study of the roles and routines in the budget execution process

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dc.contributor.authorChoudhury, Enamul H.en
dc.contributor.committeechairWamsley, Gary L.en
dc.contributor.committeememberWhite, Orion F. Jr.en
dc.contributor.committeememberWolf, James F.en
dc.contributor.committeememberZody, Richard E.en
dc.contributor.committeememberHarmon, Michael M.en
dc.contributor.departmentPublic Administration and Public Affairsen
dc.date.accessioned2014-03-14T21:17:29Zen
dc.date.adate2007-08-08en
dc.date.available2014-03-14T21:17:29Zen
dc.date.issued1991-08-08en
dc.date.rdate2007-08-08en
dc.date.sdate2007-08-08en
dc.description.abstractThe micro-level of administrative processes is in essence a set of interlocked roles and routines. Generally, such processes are viewed as neutral instruments and also of trivial importance. Contrary to such a view, this dissertation argues that at the micro-level, roles and routines, far from being simple and clear, turn out to be complex and ambiguous. This is because their interaction involves different institutional rules, agency norms, information, and cognitive orientations that need to be continuously accommodated in a seamless web of implementation. The creation and retention of ambiguity is conceived of as a natural outcome of such accommodation. This dissertation explores such a possibility in the role-routine interactions involved in the execution phase of the budget process. Budget execution is widely held to be a control process. But the nature of such control is far less straight-forward and far more complex than is commonly assumed. The dissertation explains the management of such complexity in terms of the retention of ambiguity in the control processes of budget execution.en
dc.description.degreePh. D.en
dc.format.extentxi, 402 leavesen
dc.format.mediumBTDen
dc.format.mimetypeapplication/pdfen
dc.identifier.otheretd-08082007-120300en
dc.identifier.sourceurlhttp://scholar.lib.vt.edu/theses/available/etd-08082007-120300/en
dc.identifier.urihttp://hdl.handle.net/10919/39097en
dc.language.isoenen
dc.publisherVirginia Techen
dc.relation.haspartLD5655.V856_1991.C568.pdfen
dc.relation.isformatofOCLC# 25120803en
dc.rightsIn Copyrighten
dc.rights.urihttp://rightsstatements.org/vocab/InC/1.0/en
dc.subject.lccLD5655.V856 1991.C568en
dc.subject.lcshAmbiguityen
dc.subject.lcshBudgeten
dc.subject.lcshPublic administrationen
dc.titleAdministration and ambiguity: a study of the roles and routines in the budget execution processen
dc.typeDissertationen
dc.type.dcmitypeTexten
thesis.degree.disciplinePublic Administration and Public Affairsen
thesis.degree.grantorVirginia Polytechnic Institute and State Universityen
thesis.degree.leveldoctoralen
thesis.degree.namePh. D.en

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