Accountability Pressure and Intraorganizational Dynamics in Japan’s Public Procurement

Abstract

Public accountability may involve dysfunction. However, few empirical studies explain when and how external accountability pressure and subsequent intraorganizational dynamics cause dysfunctions. To bridge this gap, using a case study method, we examined Japan’s public procurement after a series of scandals, focusing on the procurers’ cognition and behavior. First, we found that an administrative unit in a ministry leverages external pressure to enhance its power within the organization. Second, we identified bias toward procedural accountability rather than product accountability. Third, we noted the paradox that the excessive pursuit of procedural accountability undermines not only product accountability, but also procedural accountability.