Public Management and Performance
Research Directions

This book is a systematic review of the research literature on public management and the performance of public agencies.

Richard M. Walker (Edited by), George A. Boyne (Edited by), Gene A. Brewer (Edited by)

9780521116633, Cambridge University Press

Hardback, published 9 September 2010

300 pages
25.4 x 18.3 x 2 cm, 0.76 kg

Review of the hardback: 'Richard Walker and his colleagues are to be congratulated in having produced what looks likely to become one of the required texts on performance management and public management. It combines a strong theoretical orientation with a list of contributors to be the envy of any book editor.' Stephen Osborne, University of Edinburgh Business School

Public services touch the majority of people in advanced and developing economies on a daily basis: children require schooling, the elderly need personal care and assistance, rubbish needs collecting, water must be safe to drink and the streets need policing. In short, there is practically no area of our lives that isn't touched in some way by public services. As such, knowledge about strategies to improve their performance is central to the good of society. In this book, a group of leading scholars examine some of the most pressing issues in public administration, political science and public policy by undertaking a systematic review of the research literature on public management and the performance of public agencies. It is an important resource for public management researchers, policy-makers and practitioners who wish to understand the state of the field and the challenges that lie ahead.

List of figures
List of tables
About the contributors
1. Introduction Richard M. Walker, George A. Boyne and Gene A. Brewer
2. Extending goal ambiguity research in government: from organizational goal ambiguity to program goal ambiguity Hal G. Rainey and Chan Su Jung
3. Budgets and financial management Donald P. Moynihan and Matthew Andrews
4. Organizational structure and public service performance Rhys Andrews
5. Red tape: the bane of public organizations? Gene A. Brewer and Richard M. Walker
6. Managerial networking, managing the environment, and program performance: a summary of findings and an agenda Kenneth J. Meier and Laurence J. O'Toole, Jr
7. Public service motivation and performance Gene A. Brewer
8. Organizational diversity and public service performance David W. Pitts
9. Performance management: does it work? George A. Boyne
10. Strategy: which strategic stances matter? Richard M. Walker
11. Methods Alisa Hicklin
12. Conclusion: enriching the field George A. Boyne, Gene A. Brewer and Richard M. Walker
Index.

Subject Areas: Organizational theory & behaviour [KJU], Business strategy [KJC], Sociology [JHB]