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dc.contributor.author6, Pen_US
dc.date.accessioned2015-12-17T16:30:46Z
dc.date.available2015-05-25en_US
dc.date.submitted2015-11-19T11:14:48.423Z
dc.identifier.issn1461-7226en_US
dc.identifier.urihttp://qmro.qmul.ac.uk/xmlui/handle/123456789/9917
dc.description.abstractThe notion of opportunism is too often used loosely in policy and administrative research on executive decision-making: its various meanings are too rarely clearly distinguished. To make it useful for explanation, this article presents fresh concept formation work, clarifying the concept to recognize different kinds and degrees of opportunism. To illustrate the use of the refined concept, the article examines key decisions by British cabinets and core executives between 1945 and 1990. It proposes that neo-Durkheimian institutional theory can help to explain why different kinds of opportunism are cultivated in differently ordered administrations, so providing new insight into decision-making.en_US
dc.description.sponsorshipThis work was supported by the Leverhulme Trust (grant number: F01374I)en_US
dc.language.isoenen_US
dc.publisherSageen_US
dc.relation.ispartofInternational Review of Administrative Sciences: an international journal of comparative public administrationen_US
dc.rights• "This is the peer reviewed version of the following article which has been published in final form at 10.1111/padm.12039. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving."
dc.titleOpportunistic decision-making in government: concept formation, variety and explanationen_US
dc.typeArticle
dc.rights.holderCopyright © 2016 by International Institute of Administrative Sciences
dc.identifier.doi10.1177/0020852315595279en_US
pubs.notes24 monthsen_US
pubs.publication-statusAccepteden_US
dcterms.dateAccepted2015-05-25en_US
qmul.funderMajor Research Fellowship::Leverhulme Trusten_US


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