Abstract
How do frontline judges perceive managerial reforms, and how do they cope with them? We relied on concepts from street-level bureaucracy to systematically review the effects of managerial techniques on frontline judges in 35 studies. We find that judges’ attitudes toward managerialization are more heterogeneous than might be anticipated. Beyond facing an increasing caseload, judges are pressed to reduce treatment times and costs as well as to play managerial roles. Judges’ mechanisms to cope with pressures include rationing, prioritizing, and routinizing. While managerialization is a solution to the increasing caseload, it might well affect the quality of justice.
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