Hierarchical control and performance regimes in local government

International Journal of Public Sector Management

Volumn 22, Issue 5, 2009, Pages 445-455

  Grubnic, Suzana ^a   Woods, Margaret ^a  

^a UNIVERSITY OF NOTTINGHAM   (United Kingdom)

Author keywords

Governance; Local government; Performance management; United Kingdom

Indexed keywords

EID: 70349603180     PISSN: 09513558     EISSN: None     Source Type: Journal    
DOI: 10.1108/09513550910972527     Document Type: Article

References (40)

1. Andrews, R., Boyne, G.A. and Enticott, G. (2006), Performance failure in the public sector, Public Management Review, Vol. 8, No.2, pp. 273-96.
2. Audit Commission (2001), Changing Gear, Audit Commission, London.
3. Audit Commission (2002), December, Comprehensive Performance Assessment: Scores and Analysis of Performance for Single Tier and County Councils in England, Audit Commission, London.
4. Audit Commission (2003), Comprehensive Performance Assessment: Scores and Analysis of Performance for Single Tier and County Councils in England, Audit Commission, London.
5. Audit Commission (2004), Comprehensive Performance Assessment: Scores and Analysis of Performance for Single Tier and County Councils in England, Audit Commission, London.
6. Audit Commission (2005a), CPA - The Harder Test, Audit Commission, London.
7. Audit Commission (2005b), CPA - The Harder Test: Scores and Analysis of Performance in Single Tier and County Councils, Audit Commission, London.
8. Bourn, M. and Ezzamel, M. (1986), Organisational culture in hospitals in the National Health Service, Financial Accountability & Management, Vol. 2, No.3, pp. 203-26.
9. Bowerman, M., Ball, A. and Francis, G. (2001), Benchmarking as a tool for the modernisation of local government, Financial Accountability & Management, Vol. 17, No.4, pp. 321-9.
10. Boyne, G.A. (1998), Public services under New Labour: back to bureaucracy?, Public Money & Management, Vol. 18, No.3, pp. 43-50.
11. Boyne, G.A. (2002), Public and private management: what's the difference?, Journal of Management Studies, Vol. 39, No.1, pp. 97-122.
12. Broadbent, J. and Guthrie, J. (1992), Changes in the public sector: a review of recent 'alternative' accounting research, Accounting, Auditing and Accountability, Vol. 5, No.2, pp. 3-31.
13. Brooks, J. (2000), Labour's modernization of local government, Public Administration, Vol. 78, No.3, pp. 593-612.
14. Carter, N. (1989), Performance indicators: back seat driving or hands off control?, Policy and Politics, Vol. 17, No.2, pp. 131-8.
15. Coase, R.H. (1937), The nature of the firm, Economica, Vol. 4, No.16, pp. 386-405.
16. Davis, J. and Martin, S. (2002), Evaluating the best value pilot programme: measuring 'success' and 'improvement', Local Government Studies, Vol. 28, No.2, pp. 55-68.
17. de Bruijn, H. and van Helden, J. (2006), A plea for dialogue driven performance-based management systems: evidence from the Dutch public sector, Financial Accountability & Management, Vol. 22, No.4, pp. 405-23.
18. DETR (1998), Enhancing Public Participation in Local Government, Department of the Environment, Transport and Regions, London.
19. DETR (1999), The Beacon Council Scheme: Prospectus, Department of the Environment, Transport and Regions, London.
20. DTLR (2001), Strong Local Leadership - Quality Public Services, Department for Transport, Local Government and the Regions, London.
21. Entwistle, T. and Laffin, M. (2005), A prehistory of the best value regime, Local Government Studies, Vol. 31, No.2, pp. 205-18.
22. Ezzamel, M. and Willmott, H. (1993), Corporate governance and financial accountability: recent reforms in the UK public sector, Accounting, Auditing & Accountability Journal, Vol. 6, No.3, pp. 109-32.
23. Grace, C. and Martin, S. (2008), Getting Better All The Time? An Independent Assessment of Local Government Improvement and Its Future Prospects, Improvement and Development Agency for Local Government, London.
24. HMSO (1999), Local Government Act, The Stationery Office, London.
25. Jones, C.S. (1999), Hierarchies, networks and management accounting in NHS hospitals, Accounting, Auditing & Accountability Journal, Vol. 12, No.2, pp. 164-87.
26. Kelly, J. (2003), The Audit Commission: guiding, steering and regulating local government, Public Administration, Vol. 81, No.3, pp. 459-76.
27. Kelly, J. (2006), Central regulation of English local authorities: an example of meta-governance?, Public Administration, Vol. 84, No.3, pp. 603-21.
28. Lapsley, I. (1993), Markets, hierarchies and the regulation of the National Health Service, Accounting & Business Research, Vol. 23, No.91A, pp. 384-94.
29. Lapsley, I. (2008), The NPM agenda: back to the future, Financial Accountability & Management, Vol. 24, No.1, pp. 77-96.
30. Martin, S.J. (1999), Visions of best value: modernizing or just muddling through, Public Money & Management, Vol. 19, No.4, pp. 57-61.
31. Martin, S.J. (2000), Implementing 'best value': local public services in transition, Public Administration, Vol. 78, No.1, pp. 209-27.
32. Meyer, M.W. and Gupta, V. (1994), The performance paradox, Research in Organizational Behavior, Vol. 16, pp. 309-69.
33. Ouchi, W.G. (1979), A conceptual framework for the design of organizational control mechanisms, Management Science, Vol. 25, No.9, pp. 833-48.
34. Ouchi, W.G. (1980), Markets, bureaucracies and clans, Administrative Science Quarterly, Vol. 25, pp. 129-41.
35. Sanderson, I. (2002), Evaluation, policy learning and evidence-based policy making, Public Administration, Vol. 80, No.1, pp. 1-22.
36. Talbot, C. (2001), UK public services and management (1979-2000): evolution or revolution?, The International Journal of Public Sector Management, Vol. 14, No.4, pp. 281-303.
37. Turner, D., Skelcher, C., Whiteman, P., Hughes, M. and Jas, P. (2004), Intervention or persuasion? Strategies for turnaround of poorly-performing councils, Public Money & Management, Vol. 24, No.4, pp. 217-26.
38. Walker, R. (2000), Welfare policy: tendering for evidence, Davies, H.T.O., Nutley, S.M., Smith, P. (Eds.), What Works? Evidence-Based Policy and Practice in Public Services, Policy Press, Bristol.
39. Williamson, O.E. (1975), Markets and Hierarchies: Analysis and Anti-Trust Implications: A Study in the Economics of Internal Organization, The Free Press, New York, NY.
40. Williamson, O.E. (1978), The modern corporation: origins, evolution and attributes, Journal of Economic Literature, Vol. XIX, pp. 1537-68.