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  • 1
    Electronic Resource
    Electronic Resource
    Competitive Tendering In Local Government: A Review Of Theory And Evidence (1998)
    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    Public administration 76 (1998), S. 0 
    Details
    ISSN: 1467-9299
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: The introduction of compulsory competitive tendering in UK local government reflected conventional public choice theories of bureaucracy. These theories suggest that competition for service contracts will lead to lower expenditure and higher efficiency. Extensions and criticisms of the classical public choice model yield very different conclusions. First, the problems of bureaucratic supply are less severe than originally assumed, and secondly competition may itself generate new problems such as transaction costs, erosion of trust between principals and agents, and rent seeking. The impact of competition on spending and efficiency is therefore indeterminate, and must be established empirically. However, studies which evaluate the effects of competitive tendering in local government are few in number, cover a limited range of services, and are methodologically flawed. Therefore neither the initial imposition of competitive tendering by the Conservatives, nor its planned abolition by Labour, can be traced to a solid foundation of theoretical or empirical support. Theoretical and methodological problems that need to be resolved by further empirical studies are identified.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/1467-9299.00132
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    Paper (German National Licenses)
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  • 2
    Electronic Resource
    Electronic Resource
    Public and Private Management: What’s the Difference? (2002)
    Oxford, UK and Boston, USA : Blackwell Publishers Ltd.
    Journal of management studies 39 (2002), S. 0 
    Details
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Critics of New Public Management argue that differences between public and private organizations are so great that business practices should not be transferred to the public sector. In this paper the theoretical arguments on the differences between private firms and public agencies are reviewed, and 13 hypotheses are identified on the impact of publicness on organizational environments, goals, structures and managerial values. Evidence from 34 empirical studies of differences between public agencies and private firms is critically evaluated. Only three of the publicness hypotheses are supported by a majority of the empirical studies: public organizations are more bureaucratic, and public managers are less materialistic and have weaker organizational commitment than their private sector counterparts. However, most of the statistical evidence is derived from studies that use narrow measures of publicness and fail to control for other relevant explanatory variables. Whether the existing evidence understates or overstates the distinctiveness of public agencies is therefore unclear. A research agenda and methods are identified for better comparisons of management in public and private organizations.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/1467-6486.00284
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  • 3
    Electronic Resource
    Electronic Resource
    External Constraints on Local Service Standards: The Case of Comprehensive Performance Assessment in English Local Government (2005)
    Oxford, UK; Malden, USA : Blackwell Publishing Ltd/Inc.
    Public administration 83 (2005), S. 0 
    Details
    ISSN: 1467-9299
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: Central government in the UK has introduced performance management regimes that apply rewards and sanctions to local service providers. These regimes assume that organizational performance is attributable to decisions made by local policy-makers rather than circumstances beyond their control. We test this assumption by developing a statistical model of external constraints on service standards and applying this model to the outcomes of comprehensive performance assessment (CPA) in English local government. The results show that CPA scores were significantly influenced by the characteristics – such as social diversity and economic prosperity – of local populations. Thus ‘poor’ performance is partly attributable to difficult circumstances rather than bad choices.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.0033-3298.2005.00466.x
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  • 4
    Electronic Resource
    Electronic Resource
    What is public service improvement? (2003)
    Oxford, UK and Boston, USA : Blackwell Publishing Ltd
    Public administration 81 (2003), S. 0 
    Details
    ISSN: 1467-9299
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: Five conceptual models of public service improvement are derived from the large literature on organizational effectiveness. These are the goal, systems-resource, internal process, competing values and multiple constituency models. The strengths and weaknesses of each of these models is evaluated and a working definition of improvement is proposed. This emphasizes that concepts and measures of public service improvement are political rather than technical, and contingent rather than universal. Conclusions are drawn on the implications for academic research and policy development.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/1467-9299.00343
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  • 5
    Electronic Resource
    Electronic Resource
    SCALE, PERFORMANCE AND THE NEW PUBLIC MANAGEMENT: AN EMPIRICAL ANALYSIS OF LOCAL AUTHORITY SERVICES (1996)
    Oxford, UK : Blackwell Publishing Ltd
    Journal of management studies 33 (1996), S. 0 
    Details
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: New public management (NPM) arguments on strategy and structure suggest that performance is enhanced if large organizations are disaggregated into smaller units. the NPM perspective reflects the views of public choice theorists who claim that big organizations are unresponsive to public needs, inefficient and fail to achieve their formal goals. These arguments have underpinned many recent changes in the structure of public services at both central and local levels.This paper uses data on six local government services to test the NPM hypothesis that there is a negative relationship between scale and performance. Five dimensions of performance are analysed: service coverage, quality, speed of provision, efficiency, and administrative effectiveness. Scale is measured through indicators of service output, caseload and needs. the impact of scale is tested in multivariate statistical models which control for other potential influences on variations in performance across local authorities.Only around half of the statistical evidence suggests that the smallest local units are the best performers. In addition, even when performance does decline with scale, this trend is reversed in the very largest units. Thus, contrary to NPM arguments, the biggest organizations are seldom the poorest performers.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-6486.1996.tb00173.x
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  • 6
    Electronic Resource
    Electronic Resource
    Median voters, political systems and public policies: An empirical test (1987)
    Springer
    Public choice 53 (1987), S. 201-219 
    Details
    ISSN: 1573-7101
    Source: Springer Online Journal Archives 1860-2000
    Topics: Economics
    Notes: Abstract This paper tests the median voter hypothesis that variations in policies across political systems are caused by variations in median voter preferences. The context of the empirical analysis is the tax policies of three groups of sub-national governments in England in three time periods. The results of a median voter model of tax policy variation are compared to the results of a mean voter model in different party systems and different electoral systems. The evidence provides little support for the median voter hypothesis.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1007/BF00127346
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  • 7
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    Evidence-based modelling of strategic fit: An introduction to RCaRBS (2010)
    Elsevier
    Details
    Publication Date: 2010-12-01
    Print ISSN: 0377-2217
    Electronic ISSN: 1872-6860
    Topics: Mathematics , Economics
    Published by Elsevier
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