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Article: Market Orientation and Public Service Performance: New Public Management Gone Mad?

TitleMarket Orientation and Public Service Performance: New Public Management Gone Mad?
Authors
Issue Date2011
PublisherBlackwell Publishing, Inc. The Journal's web site is located at http://www.blackwellpublishing.com/journals/PAR
Citation
Public Administration Review, 2011, v. 71 n. 5, p. 707-717 How to Cite?
AbstractThe backbone of theory of the market-based approach New Public Management is that market orientation improves public service performance. In this article, market orientation is operationalized through the dominant theoretical framework in the business literature: competitor orientation, customer orientation, and interfunctional coordination. Market orientation is examined from the vantage point of three stakeholder groups in English local government: citizens, public servants, and the central government's agent, the Audit Commission. Findings show that market orientation works best for enhancing citizen satisfaction with local services, but its impacts on the performance judgments of local managers or the Audit Commission are negligible. The conclusion discusses important implications of these findings for research, policy, and practice. © 2011 The American Society for Public Administration.
Persistent Identifierhttp://hdl.handle.net/10722/153248
ISSN
2015 Impact Factor: 2.636
2015 SCImago Journal Rankings: 2.530
ISI Accession Number ID
References

 

DC FieldValueLanguage
dc.contributor.authorWalker, RMen_HK
dc.contributor.authorBrewer, GAen_HK
dc.contributor.authorBoyne, GAen_HK
dc.contributor.authorAvellaneda, CNen_HK
dc.date.accessioned2012-07-16T10:02:01Z-
dc.date.available2012-07-16T10:02:01Z-
dc.date.issued2011en_HK
dc.identifier.citationPublic Administration Review, 2011, v. 71 n. 5, p. 707-717en_HK
dc.identifier.issn0033-3352en_HK
dc.identifier.urihttp://hdl.handle.net/10722/153248-
dc.description.abstractThe backbone of theory of the market-based approach New Public Management is that market orientation improves public service performance. In this article, market orientation is operationalized through the dominant theoretical framework in the business literature: competitor orientation, customer orientation, and interfunctional coordination. Market orientation is examined from the vantage point of three stakeholder groups in English local government: citizens, public servants, and the central government's agent, the Audit Commission. Findings show that market orientation works best for enhancing citizen satisfaction with local services, but its impacts on the performance judgments of local managers or the Audit Commission are negligible. The conclusion discusses important implications of these findings for research, policy, and practice. © 2011 The American Society for Public Administration.en_HK
dc.languageengen_US
dc.publisherBlackwell Publishing, Inc. The Journal's web site is located at http://www.blackwellpublishing.com/journals/PARen_HK
dc.relation.ispartofPublic Administration Reviewen_HK
dc.titleMarket Orientation and Public Service Performance: New Public Management Gone Mad?en_HK
dc.typeArticleen_HK
dc.identifier.emailWalker, RM: rwalker@hkucc.hku.hken_HK
dc.identifier.authorityWalker, RM=rp00876en_HK
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.doi10.1111/j.1540-6210.2011.02410.xen_HK
dc.identifier.scopuseid_2-s2.0-80052359102en_HK
dc.identifier.hkuros200578en_US
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-80052359102&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume71en_HK
dc.identifier.issue5en_HK
dc.identifier.spage707en_HK
dc.identifier.epage717en_HK
dc.identifier.isiWOS:000294668300005-
dc.publisher.placeUnited Statesen_HK
dc.identifier.scopusauthoridWalker, RM=7404929478en_HK
dc.identifier.scopusauthoridBrewer, GA=7202830202en_HK
dc.identifier.scopusauthoridBoyne, GA=7004356569en_HK
dc.identifier.scopusauthoridAvellaneda, CN=26530834200en_HK
dc.identifier.citeulike9765002-

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