Correction to: Why public organizations contribute to crosscutting policy programs: the role of structure, culture, and
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Correction to: Why public organizations contribute to crosscutting policy programs: the role of structure, culture, and ministerial control Astrid Molenveld1,2 · Koen Verhoest2 · Jan Wynen2,3
© The Author(s) 2020
Correction to: Policy Sciences https://doi.org/10.1007/s11077-020-09379-y The original publication of the article was published with incorrect affiliation link and Table 7. These have been corrected and given with this correction.
Appendix 3 See Table 7.
The original article can be found online at https://doi.org/10.1007/s11077-020-09379-y. * Astrid Molenveld [email protected] Koen Verhoest [email protected] Jan Wynen [email protected] 1
Department of Public Administration and Sociology, Erasmus University Rotterdam, Burgemeester Oudlaan 50, 3062 PA Rotterdam, The Netherlands
2
Department of Political Science, Research Group on Politics and Public Governance, Sint ‑ Jacobstraat 2 ‑ 4 S.M.286, 2000 Antwerp, Belgium
3
Faculty of Business and Economics, University of Antwerp, Sint ‑ Jacobstraat 2 ‑ S.M.272, 2000 Antwerp, Belgium
13
Vol.:(0123456789)
13
Small
BZ
BZ BZ BZ CJSM CJSM CJSM CJSM CJSM DAR DAR EWI EWI EWI IV IV L&V L&V LNE LNE LNE LNE LNE LNE LNE
1
2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Medium Medium Large Small Small Small Medium Large Small Medium Small Small Medium Small Small Medium Medium Small Small Medium Medium Large Large Large
Size
Policy field
Organization
0.2 0.15 0.133 0.033 0.133 0.05 0.05 0.05 0.017 0.067 0.1 0.083 0.183 0.067 0 0.083 0.083 0.1 0.05 0.033 0.117 0.05 0.1 0
0.017 0 0 0 1 0 0 0 1 0 0 0 1 0 0 1 0 0 1 0 0 1 1 0 1
0
Organizational adaptation Formal(dependent, log value) legal distance
Table 7 Dependent variable (log value) and independent variables per organization
1 1 0 0 0 0 1 0 0 1 1 0 0 0 0 0 1 0 0 0 0 0 0 0
0 0 0 1 1 0 1 0 0 0 1 1 0 0 0 0 1 0 1 0 1 0 1 1 0
1
Policy devel- De facto personopment as task nel management autonomy 6.5 3 5.5 4.75 3.75 5 3 4.5 5.5 4.5 4.5 5.5 4 5 4 5.25 5 6 3.75 5.75 5.25 4.75 3.5 4.5
5
Innovationoriented culture 6 4.5 5.75 5.75 4.5 6.75 4.25 6.75 6.75 5.75 5.75 6 5 5 6.75 6.5 6 7 5 6.5 6 5.75 4.75 5.75
6
0.625 1 0.75 0.375 0.25 0.125 0 1 0 0.125 0.875 0.625 0.375 0.125 0.375 0.25 0.25 0 0 0.125 0.75 0 0.125 0
0.25
Customer-ori- Vertical control ented culture
Policy Sciences
MOW MOW MOW O&V RWO RWO RWO WSE WSE WSE WSE WSE WVG WVG WVG WVG WVG WVG WVG
26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44
Large Large Large Small Medium Medium Medium Small Small Small Small Large Medium Medium Medium Large Large Large Large
Size
0.05 0.2 0.083 0.033 0.017 0.033 0.133 0.167 0.05 0.05 0.117 0.05 0.083 0.083 0.2 0 0.017 0 0.017
1 1 0 1 0 1 0 0 0 1 1 1 0 0 1 1 1 0 1
Organizational adaptation Formal(dependent, log value) legal distance 0 0 0 0 0 0 1 1 0 0 0 0 1 0 0 0 0 0 0
1 0 0 1 0 0 0 0 0 0 1 0 1 1 1 0 0 1 0
Policy devel- De facto personopment as task nel management autonomy 5 6 4.5 3.5 3 4.25 3.75 5.25 5.5 5.5 4.75 6 5 5.5 5.25 3.75 3 4.5 5.75
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