Governance, partnerships and performance

Public Money and Management

Volumn 24, Issue 4, 2004, Pages 195-196

  Peck, Edward ^a  

^a UNIVERSITY OF BIRMINGHAM   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 3542998699     PISSN: 09540962     EISSN: None     Source Type: Journal    
DOI: 10.1111/j.1467-9302.2004.00419.x     Document Type: Review

References (9)

1. Lynn, L., Heinrich, C. and Hill, C. (2001), Improving Governance: A New Logic for Empirical Research (Georgetown University Press, Washington, D.C.).
2. Mace, M. (1971),Directors: Myth and Reality (Harvard University Press, Cambridge, MA).
3. Peck, E., Gulliver, P. and Towell, D. (2002), Modernising Partnerships: An Evaluation of Somerset's Innovations in the Commissioning and Organization of Mental Health Services - Final Report (Institute of Applied Health and Social Policy, King's College, London).
4. Peck, E., 6, P., Gulliver, P. and Towell, D. (2004), Why do we keep on meeting like this? The board as ritual in health and social care. Health Services Management Research, 17, pp. 1-10.
5. Pettigrew, A. (1992), On studying managerial élites. Strategic Management Journal, 13 (Winter), pp. 163-182.
6. Schwartzman, H. (1989), The Meeting: Gatherings in Organizations and Communities (Plenum, New York).
7. Simon, H. (1997), Administrative Behaviour: A Study of Decision-Making Processes in Administrative Organizations, 4th edn (Free Press, New York).
8. Skelcher, C. and Mathur, N. (2004), Governance arrangements and public service performance: Reviewing and reformulating the research agenda. Paper given to the International Colloquium on Governance and Performance, University of Birmingham (15-16 March).
9. Weick, K. (1995), Sensemakingin Organizations (Sage, London).