Abstract
The characterization of decision making by the theory of street-level bureaucracy is subjected to critical analysis. Its similarities to several classical assumptions, common to bureaucratic discourse, are noted. An alternative "political" discourse and a complementary framework are explicated to advance the theory of street-level bureaucracy. Street-level bureaucrats are conceived as inventive strategists seeking technical, social, and moral capacity and sophistication as well as strategic success in negotiating ambiguous work settings. A strategic model of organizational conduct permits the analyst to differentiate contexts, strategic modes, and work structures not permitted within the frame of the theory's otherwise potent arguments.
Get full access to this article
View all access options for this article.