Introduction to the symposium: Accountability and performance measurement: The evolving role of nonprofits in the hollow state

Nonprofit and Voluntary Sector Quarterly

Volumn 39, Issue 4, 2010, Pages 565-570

  Alexander, Jennifer ^a   Brudney, Jeffrey L ^a   Yang, Kaifeng ^b  

^a CLEVELAND STATE UNIVERSITY   (United States)

^b FLORIDA STATE UNIVERSITY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 77955160082     PISSN: 08997640     EISSN: None     Source Type: Journal    
DOI: 10.1177/0899764010369662     Document Type: Article

References (7)

1. Barman, E. (2007). What is the bottom line for nonprofit organizations? A history of measurement in the British voluntary sector. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 18, 101-115.
2. Dubnick, M., & Yang, K. (in press). The pursuit of accountability: Promise, problems, and prospects. In H. White & D. Menzel (Eds.), The state of public administration: Issue, challenges, opportunities. Armonk NY: M. E. Sharpe.
3. Gruening, G. (2001). Origin and theoretical basis of new public management. International Public Management Journal, 4, 1-25.
4. Milward, H.B., Provan, K., & Else, B.A. (1993). What does the hollow state look like? In B. Bozeman (Ed.), Public management theory: The state of the art (pp. 309-323). New York: Jossey-Bass.
5. Moynihan, D., Fernandez, S., Kim, S.H., LeRoux, K., Piotrowski, S., Wright, B.,et al.(in press). Performance regimes amidst governance complexity. Journal of Public Administration Research and Theory.
6. Sandfort, J. (2008, October 23-24). Reassembling the pieces: Constructing viable performance systems by sharing expertise. Paper presented at the Symposium Accountability and Performance Measurement: The Evolving Role of Nonprofits in the Hollow State, Cleveland State University, Cleveland, OH.
7. Yang, K., & Hsieh, J. (2007). Managerial effectiveness of government performance measurement: Testing a middle-range model. Public Administration Review, 67, 861-879.