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Article: Dimensions of publicness and organizational performance: A review of the evidence

TitleDimensions of publicness and organizational performance: A review of the evidence
Authors
Issue Date2011
PublisherOxford University Press. The Journal's web site is located at http://jpart.oxfordjournals.org/
Citation
Journal of Public Administration Research and Theory, 2011, v. 21, Suppl. 3, p. i301-i319 How to Cite?
AbstractDebates about the merits of publicness have dominated the public administration landscape since the foundation of the modern state. The extent of organizational publicness (ownership, funding, and control) has waxed and waned in developed countries: it rose following the postwar settlement and fell under the policies of New Right government and the popularity of the notions of New Public Management. We argue that publicness effects are likely to diminish in the face of organizational and contextual characteristics and that what matters for performance is management and organization. To this end, we examine the evidence base by undertaking a review of academic studies of publicness and organizational performance. The results suggest that publicness makes a difference to efficiency and equity, but the magnitude and direction of this effect varies with the characteristics of the empirical studies. Our findings clearly point toward the need for research that includes all dimensions of publicness, a variety of performance measures, and the moderating effects of management, organization, and external constraints. © The Author 2011. Published by Oxford University Press on behalf of the Journal of Public Administration Research and Theory, Inc. All rights reserved.
Persistent Identifierhttp://hdl.handle.net/10722/153246
ISSN
2015 Impact Factor: 3.893
2015 SCImago Journal Rankings: 5.400
ISI Accession Number ID

 

DC FieldValueLanguage
dc.contributor.authorAndrews, Ren_US
dc.contributor.authorBoyne, GAen_US
dc.contributor.authorWalker, RMen_US
dc.date.accessioned2012-07-16T10:02:00Z-
dc.date.available2012-07-16T10:02:00Z-
dc.date.issued2011en_US
dc.identifier.citationJournal of Public Administration Research and Theory, 2011, v. 21, Suppl. 3, p. i301-i319en_US
dc.identifier.issn1053-1858-
dc.identifier.urihttp://hdl.handle.net/10722/153246-
dc.description.abstractDebates about the merits of publicness have dominated the public administration landscape since the foundation of the modern state. The extent of organizational publicness (ownership, funding, and control) has waxed and waned in developed countries: it rose following the postwar settlement and fell under the policies of New Right government and the popularity of the notions of New Public Management. We argue that publicness effects are likely to diminish in the face of organizational and contextual characteristics and that what matters for performance is management and organization. To this end, we examine the evidence base by undertaking a review of academic studies of publicness and organizational performance. The results suggest that publicness makes a difference to efficiency and equity, but the magnitude and direction of this effect varies with the characteristics of the empirical studies. Our findings clearly point toward the need for research that includes all dimensions of publicness, a variety of performance measures, and the moderating effects of management, organization, and external constraints. © The Author 2011. Published by Oxford University Press on behalf of the Journal of Public Administration Research and Theory, Inc. All rights reserved.-
dc.languageengen_US
dc.publisherOxford University Press. The Journal's web site is located at http://jpart.oxfordjournals.org/-
dc.relation.ispartofJournal of Public Administration Research and Theoryen_US
dc.titleDimensions of publicness and organizational performance: A review of the evidenceen_US
dc.typeArticleen_US
dc.identifier.emailWalker, RM: rwalker@hkucc.hku.hken_US
dc.identifier.authorityWalker, RM=rp00876en_US
dc.identifier.doi10.1093/jopart/mur026-
dc.identifier.scopuseid_2-s2.0-79960127678-
dc.identifier.hkuros200561en_US
dc.identifier.hkuros166204-
dc.identifier.volume21en_US
dc.identifier.issueSuppl. 3en_US
dc.identifier.spagei301en_US
dc.identifier.epagei319en_US
dc.identifier.isiWOS:000292324500003-
dc.publisher.placeUnited Kingdom-
dc.identifier.citeulike10924053-

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