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Article: Public management reform and organizational performance: An empirical assessment of the U.K. Labour government's public service improvement strategy

TitlePublic management reform and organizational performance: An empirical assessment of the U.K. Labour government's public service improvement strategy
Authors
Issue Date2006
PublisherJohn Wiley & Sons, Inc. The Journal's web site is located at http://www.wiley.com
Citation
Journal Of Policy Analysis And Management, 2006, v. 25 n. 2, p. 371-393 How to Cite?
AbstractWe present the first empirical assessment of the U.K. Labour government's program of public management reform. This reform program is based on rational planning, devolution and delegation, flexibility and incentives, and enhanced choice. Measures of these variables are tested against external and internal indicators of organizational performance. The setting for the study is upper tier English local governments, and data are drawn from a multiple informant survey of 117 authorities. The statistical results indicate that planning, organizational flexibility, and user choice are associated with higher performance. Conclusions are drawn for the theory and practice of public management reform. © 2006 by the Association for Public Policy Analysis and Management.
Persistent Identifierhttp://hdl.handle.net/10722/89717
ISSN
2015 Impact Factor: 2.329
2015 SCImago Journal Rankings: 1.843
ISI Accession Number ID
References

 

DC FieldValueLanguage
dc.contributor.authorWalker, RMen_HK
dc.contributor.authorBoyne, GAen_HK
dc.date.accessioned2010-09-06T10:00:55Z-
dc.date.available2010-09-06T10:00:55Z-
dc.date.issued2006en_HK
dc.identifier.citationJournal Of Policy Analysis And Management, 2006, v. 25 n. 2, p. 371-393en_HK
dc.identifier.issn0276-8739en_HK
dc.identifier.urihttp://hdl.handle.net/10722/89717-
dc.description.abstractWe present the first empirical assessment of the U.K. Labour government's program of public management reform. This reform program is based on rational planning, devolution and delegation, flexibility and incentives, and enhanced choice. Measures of these variables are tested against external and internal indicators of organizational performance. The setting for the study is upper tier English local governments, and data are drawn from a multiple informant survey of 117 authorities. The statistical results indicate that planning, organizational flexibility, and user choice are associated with higher performance. Conclusions are drawn for the theory and practice of public management reform. © 2006 by the Association for Public Policy Analysis and Management.en_HK
dc.languageengen_HK
dc.publisherJohn Wiley & Sons, Inc. The Journal's web site is located at http://www.wiley.comen_HK
dc.relation.ispartofJournal of Policy Analysis and Managementen_HK
dc.rightsJournal of Policy Analysis and Management. Copyright © John Wiley & Sons.en_HK
dc.titlePublic management reform and organizational performance: An empirical assessment of the U.K. Labour government's public service improvement strategyen_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=0276-8739&volume=25&issue=2&spage=371&epage=393&date=2006&atitle=Public+management+reform+and+organizational+performance:+an+empirical+assessment+of+the+U.K.+Labour+government%27s+public+service+improvement+strategyen_HK
dc.identifier.emailWalker, RM: rwalker@hkucc.hku.hken_HK
dc.identifier.authorityWalker, RM=rp00876en_HK
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.doi10.1002/pam.20177en_HK
dc.identifier.scopuseid_2-s2.0-33645789978en_HK
dc.identifier.hkuros121047en_HK
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-33645789978&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume25en_HK
dc.identifier.issue2en_HK
dc.identifier.spage371en_HK
dc.identifier.epage393en_HK
dc.identifier.isiWOS:000236231100007-
dc.publisher.placeUnited Statesen_HK
dc.identifier.scopusauthoridWalker, RM=7404929478en_HK
dc.identifier.scopusauthoridBoyne, GA=7004356569en_HK

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