Measuring the performance of public services: Principles and practice

Measuring the Performing of Public Services: Principles and Practice

Volumn , Issue , 2012, Pages 1-316

  Pidd, Michael ^a  

^a LANCASTER UNIVERSITY   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84925115669     PISSN: None     EISSN: None     Source Type: Book    
DOI: 10.1017/CBO9780511791550     Document Type: Book

References (238)

1. Ackoff, R.L. (1981) Creating the corporate future: plan or be planned for. John Wiley & Sons, New York.
2. Adab, P., Rouse, A.M., Mohammed, A.M. and Marshall, T. (2002) Performance league tables: the NHS deserves better. British Medical Journal, 254, 95-8.
3. Alexander, C.A., Busch, G. and Stringer, K. (2003) Implementing and interpreting a data envelopment analysis model to assess the efficiency of health systems in developing countries. IMA Journal of ManagementMathematics, 14, 49-63.
4. Alford, J. (2007) Engaging public sector clients: from service delivery to co-production. Palgrave Macmillan, Houndmills, Basingstoke.
5. Allen, R. and Burgess, S. (2010) Evaluating the provision of school performance information for school choice. he Centre for Market and Public Organisation, Bristol Institute of Public Affairs, University of Bristol, Working paper 10/241.
6. Allen, R., Athanassopoulos, A., Dyson, R.G. and hanassoulis, E. (1997) Weights restrictions and value judgements in data envelopment analysis: evolution, development and future directions. Annals of Operations Research, 73, 13-34.
7. Anand, G. and Kodali, R. (2008) Benchmarking the benchmarking models. Benchmarking: An International Journal, 15, 3, 257-91.
8. Anderson, K. and Me Adam, R. (2004) A critique of benchmarking and performance measurement. Benchmarking: An International Journal, 11, 5, 465-83.
9. Anthony, R.N. (1965) Planning and control systems: a framework for analysis. Harvard University Press, Cambridge, MA.
10. Anthony, R.N. and Govindarajan, V. (2007) Management control systems, 12th edn. McGraw- Hill, Boston, MA.
11. Argyris, C. and Schon, D. (1974) heory in practice. Increasing professional effectiveness. Jossey-Bass, San Francisco, CA.
12. Argyris, C. and Schon, D. (1978) Organizational learning: a theory of action perspective. Addison-Wesley, Reading, MA.
13. Arrow, K.J. (1963) Social choice and individual values, 2nd edn. John Wiley & Sons, New York.
14. Ashby, W.R. (1956) An introduction to cybernetics. Chapman and Hall, London.
15. Atkinson, A.B. (2005) Atkinson review: final report. Measurement of Government output and productivity for the national accounts. Palgrave Macmillan, Houndmills, Basingstoke.
16. Audit Commission (2000) On target: the practice of performance indicators. Audit Commission, London.
17. Audit Commission (2010) www.audit-commission.gov.uk/aboutus (accessed January 2010).
18. Bandolier. (2010) Evidence-based thinking about healthcare. www.medicine.ox.ac.uk/ban-dolier (accessed October 2010).
19. Banxia. (2010) Frontier analyst: save money by identifying efficiency improvements. www.banxia.com/frontier/index.html (accessed August 2010).
20. Beer, S. (1975) Platform for change: a message from Stafford Beer. John Wiley & Sons, Chichester.
21. Beer, S. (1981) Brain of the firm: companion volume to the ‘Heart of enterprise’, 2ndedn. John Wiley & Sons, Chichester.
22. Behn, R.D. (2003) Why measure performance? Different purposes require different measures. PublicAdministration Review, 63, 5, 586-606.
23. Bellos, A. (2010) Alex’s adventures in Cumberland. Bloomsbury, London.
24. Belton, V. and Stewart, T.J. (2002) Multiple criteria decision analysis: an integrated approach. Kluwer, Dordrecht.
25. Benington, J. (2010) From private choice to public value. In Benington, J. and Moore, H.M. (eds.), Public value: theory and practice, Palgrave Macmillan, Houndmills, Basingstoke.
26. Berry, A.J., Broadbent, J. and Otley, D. (2005) Management control: theories, issues and performance, 2nd edn. Palgrave Macmillan, Houndsmill, Basingstoke.
27. Bird, S.M., Cox, D., Goldstein, H., Fiolt, T., and Smith, P.C. (2003) Performance indicators: good, bad, and ugly. Report of the Royal Statistical Society Working Party on performance monitoring in the public services. Royal Statistical Society, London.
28. Boston, J. (1991) The theoretical underpinnings of public sector restructuring in New Zealand. In Boston, J., Martin, J., Pallot, J. and Walsh, P. (eds.), Reshaping the state: New Zealand’s bureaucratic revolution (pp. 48-79). Oxford University Press, Auckland.
29. Boston, J., Martin, J., Pallot, J. and Walsh, P. (1996) Public management. he New Zealand model. Oxford University Press, Auckland.
30. Boussofiane, A., Dyson, R.G. and Tianassoulis, E. (1991) Invited review: applied data envelopment analysis. European Journal of Operational Research, 52, 1, 1-15.
31. Bowker, G.C. and Star, S.L. (2000) Sorting things out. MIT Press, Cambridge, MA.
32. Box, G.E.P. and Jenkins, W.G. (1975) Time series analysis: forecasting and control, revised edn. Holden-Day, Oakland, CA.
33. Boyne, G. (1999) Introduction: processes, performance and Best Value in local government. Local Government Studies, 25, 2, 1-15.
34. Boyne, G. (2000) External regulation and Best Value in local government. Public Money and Management, 20, 3, 7-12.
35. Bryson, J.M., Ackermann, F., Eden, C.L. and Finn, C.B. (2004) Visible thinking: unlocking causal mapping for practical business results. John Wiley & Sons, Chichester.
36. Buchanan, J.M. (1968). he demand and supply of publicgoods. Rand McNally, Chicago.
37. Camp, R. (1989) he search for industry best practices that lead to superior performance. Productivity Press, New York.
38. Carley, M. (1980) Rational techniques in policy analysis. Heinemann Educational Books, London.
39. Carrier, J. and Miller, D. (1998) Virtualism: a new political economy. Oxford University Press.
40. Carter, N., Klein, R. and Day, P. (1992) How organisations measure success. he use of performance indicators in government. Routledge, London.
41. Charnes, A., Cooper, W.W. and Rhodes, E. (1978) Measuring the efficiency of decision making units. European Journal of Operational Research, 27, 2, 429-44.
42. Chatfield, C. (2004) he analysis of time series: an introduction, 6th edn. Chapman and Hall/CRC, Boca Raton, FL.
43. Checkland, P.B. (1981) Systems thinking, systemspractice. John Wiley & Sons, Chichester.
44. Checkland, P.B. and Poulter, J. (2006) Learning for action: a short definitive account of soft systems methodology and its use for practitioners, teachers and students. John Wiley & Sons, Chichester.
45. Checkland, P.B. and Scholes, J. (1990) Soft: systems methodology in action. John Wiley & Sons, Chichester.
46. Coelli, T. (2010) DEAP version 2.1: a data envelopment analysis (computer) program, www.uq.edu.au/economics/cepa/deap.htm (accessed August 2010).
47. Collier, P. (2008) Performativity, management and governance. In Hartley, J., Donaldson, C., Skelcher, S. and Wallace, M. (eds.), Managing to improve public services. Cambridge University Press.
48. Connolly, S., Bevan, G. and Mays, N. (2010) Funding and performance of healthcare systems in the four countries of the UK before and after devolution. he Nuffield Trust, London.
49. Contradriopoulos, D., Denis, J-L. and Langley, A. (2004) Defining the ‘public’ in a public healthcare system. Human Relations, 57, 12, 1573-96.
50. Cooper, W.W., Seiford, M.M. and Tone, K. (2006) Data envelopment analysis. A comprehensive text with models, applications, references and DEA-solver software, 2nd edn. Springer Science+Business Media, New York.
51. Cowling, M. (2006) Measuring public value: the economic theory. he Work Foundation, London.
52. deafrontier (2010) DEA Frontier software. www.deafrontier.net/software.html (accessed August 2010).
53. deasofiware (2010) Performance improvement management: DEA software. www.deasoft-ware.co.uk (accessed August 2010).
54. De Bruijn, H. (2002) Performance measurement in the public sector: strategies to cope with the risks of performance measurement. International Journal of Public Sector Management, 15 (7), 578-94.
55. Department for Education (2010) he importance of teaching: the schools White Paper 2010. Cm 7980. Available from http://publications.education.gov.uk/eOrderingDownload/CM-7980.pdf (accessed December 2010).
56. Department of Elealth (2001) NHS performance ratings. Acute Trusts 2000/01. Department of Health, London.
57. DesElarnais.S.I. Chesney, J.D., Wroblewski, R.T, Fleming S T and McMahon L.F. Jnr (1988) he risk-adjusted mortality index: a new measure of hospital performance. Medical Care, 26, 12, 1129-48.
58. Devinney, T.M., Yip, G.S. and Johnson, G. (2010) Using frontier analysis to evaluate company performance. British Journal of Management, 21, 4, 921-38.
59. Ding, Y.Y. (2009) Risk adjustment: towards achieving meaningful comparison of health outcomes in the real world. Annals of the Academy of Medicine Singapore, 38, 6, 552-8.
60. Douglas, M. (1982) Cultural bias. In Douglas, M (ed.), he active voice, Routledge, London.
61. Douglas, M. (2003) Being fair to hierarchists. Pennsylvania Law Review, 151, 4, 1349-70.
62. Dunnett, J. (1976) The civil service: seven years after Fulton. Public Administration, 54, 371-8.
63. Dyson, R.G. (2000) Strategy, performance and operational research. Journal of the Operational Research Society, 51, 1, 2-11.
64. Dyson, R.G. and Tianassoulis, E. (1988) Reducing weight flexibility in data envelopment analysis. Journal of the Operational Research Society, 39, 6, 563-76.
65. Dyson, R.G., Allen, R., Camanho, A.S., Podinovski, V.V., Sarrico, C.S. and Shale, E.A. (2001) Pitfalls and protocols in DEA. European Journal of Operational Research, 132, 2, 245 -59.
66. Easterby-Smith, M., Crossan, M. and Nicolini, D. (2000) Organizational learning: debates past, present and future. Journal of Management Studies, 37, 6, 783-96.
67. Eden, C.L. and Ackerman, F. (1998) Making strategy: the journey of strategic management. Sage, London.
68. EFQM (2010) The European Foundation for Quality Management Excellence Model. ww1.efqm.org/en/(accessed March 2010).
69. Emrouznejad, A. (2010) he data envelopment analysis homepage. www.deazone.com (accessed July 2010).
70. Emrouznejad, A. and Podinovsky, V. (2004) he 4th International Symposium on Data Envelopment Analysis. Birmingham, UK. Available from www.deazone.com/books/index.htm (accessed July 2010).
71. Environment Agency (2010) Performance league tables and metrics. www.environment-agency.gov.uk/business/topics/111248.aspx (accessed August 2010).
72. European Commission Joint Research Centre (2008) An information server on composite indicators and ranking systems. http://composite-indicators.jrc.ec.europa.eu/(accessed March 2010).
73. Farrell, M.J. (1957) The measurement of productive efficiency. Journal of the Royal Statistical Society Series A, 120, 253-81.
74. Few, S. (2004). Show me the numbers: designing tables and graphs to enlighten. Analytics Press, Oakland, CA.
75. Few, S. (2006).Information dashboard design: the effective visual communication of data. O’Reilly, Sebastopol, CA.
76. Fong, S.W., Cheng, E.W.I. and Flo, D.C.K. (1998) Benchmarking: a general reading for management practitioners. Management Decision, 36, 6, 407-18.
77. Forrester, J.S. (1961) Industrial dynamics. MIT Press, Cambridge, MA.
78. Francis, G. and Elolloway, J. (2007) What have we learned? Themes from the literature on best-practice benchmarking. International Journal of Management Reviews, 9, 3, 171 -89.
79. Frank, M.C., Everett, D.L., Fedorenko, E. and Gibson, E. (2008) Number as a cognitive technology: Evidence from Piraha language and cognition. Cognition 108, 819-24.
80. Girardi, R. and Sajeva, M. (2004) EU new economy policy indicators quality management report 2.0 (Months 25). Linked from http://composite-indicators.jrc.ec.europa.eu/S6_weighting.htm (accessed March 2010).
81. Goldstein, H. and Spiegelhalter, D. (1996) League tables and their limitations: statistical issues in the comparisons of institutional performance. Journal of the Royal Statistical Society, Series A, 159, 3, 385-443.
82. Guardian (2010) Universityguide 2011: university league tables. www.guardian.co.uk/educa-tion/table/2010/jun/04/university-league-table (accessed August 2010).
83. Gumbus, A. and Lussier, R.N. (2006) Entrepreneurs use a balanced scorecard to translate strategy into performance measures. Journal of Small Business Management, 44, 3, 407-25.
84. Giinal, M.M. and Pidd, M. (2009) Understanding target-driven action in A&E performance using simulation. Emergency Medicine Journal, 6, 724-7.
85. Hibbard, J.H. (1998) Use of outcome data by purchasers and consumers: new strategies and new dilemmas. International Journal of Quality in Healthcare, 10, 6, 503-8.
86. Hibbard, J.H. and Peters, E. (2003) Supporting informed consumer health care decisions: data presentation approaches that facilitate the use of information in choice. Annual Review of Public Health, 24, 413-33.
87. Hibbard, J.H., Jewett, J.J., Legnini, M.W. and Tusler, M. (1997) Choosing a health plan: do large employers use the data? Health Affairs, 16, 6, 172-80.
88. Hibbard, J.H., Stockard, J. and Tusler, M. (2003) Does publicizing hospital performance stimulate quality improvement efforts? Health Affairs, 22, 2, 84-94.
89. Hibbard, J.H., Stockard, J. and Tusler, M. (2005) It isn’t just about choice: the potential of a public performance report to affect the public image of hospitals. Medical Care Research and Review, 62, 3, 358-71.
90. Hills, D. and Sullivan, F. (2006) Measuring public value 2: practical approaches. he Work Foundation, London.
91. HM Treasury (2001) Choosing the right FABRIC. A framework for performance information. HM Treasury, London. Available from http://archive.treasury.gov.uk/perform-ance:info/fabric.pdf (accessed April 2010).
92. Hofstede, G. (1981) Management control of public and not for profit activities. Accounting, Organisations and Society, 6, 3, 193-211.
93. Hollingsworth, B. and Smith, P. (2003) he use of ratios in data envelopment analysis. Applied Economics Letters, 10, 11, 733-5.
94. Holloway, J., Francis, G. and Hinton, M. (1999) A vehicle for change? A case study of performance improvement in the ‘new’ public sector. International Journal of Public Sector Management, 12, 4, 351-65.
95. Holt, C.E. (1957) Forecasting trends and seasonals by exponentially weighted averages. ONR Memorandum (vol. 52), Office of Naval Research, Pittsburgh, USA: Carnegie Institute of Technology.
96. Holweg, M. (2007) he genealogy of lean production. Journal of Operations Management, 25, 2, 420-37.
97. Hood, C. (1991) A public management for all seasons? Public Administration, 69, Spring, 3 -19.
98. Hood, C. (1999) he art of the state: culture, rhetoric and public management. Oxford University Press.
99. Hood, C. (2007) Public service management by numbers: Why does it vary? Where has it come from? What are the gaps and the puzzles? Public Money and Management, 27, 2, 95-102.
100. IBM (2010) IBM ILOG CPLEX Optimizer. www-01.ibm.com/software/integration/optimiza-tion/cplex-optimizer (accessed April 2010).
101. IDeA (2005) Target setting - a practical guide. Improvement and Development Agency for local government, London.
102. Iezzoni, L.I. (ed.) (2003) Risk adjustment for measuring health care outcomes, 3rd edn. AcademyHealth HAP, Ann Arbor, MI.
103. Inamdar, N., Kaplan, R.S. and Bower, M. (2002) Applying the balanced scorecard in healthcare provider organizations. Journal of Healthcare Management, 47, 3, 179-95.
104. Jacobs, R.S. (2001) Alternative methods to examine hospital efficiency: data envelopment analysis and stochastic frontier analysis. Health Care Management Science, 4, 2, 103-15.
105. Jacobs, R.S. and Goddard, M. (2007) How do performance indicators add up? An examination of composite indicators in public services. Public Money and Management, 27, 2, 103 -10.
106. Jacobs, R.S., Goddard, M. and Smith, P.C. (2005) How robust are hospital ranks based on composite performance measures? Medical Care, 43, 12, 1177-84.
107. Jacobs, R.S., Goddard, M. and Smith, P.C. (2007) Composite performance measures in the public sector. Centre for Health Economics, University of York. www.york.ac.uk/inst/che/pdf/Policy%20brief_final.pdf (accessed March 2010).
108. Jacobs, R.S., Street, A., Beckett, M. and McBride, T. (2009) Final report: efficiency analysis of PFI schemes. Centre for Health Economics, University of York.
109. Joint Commission (2008) Risk adjustment. www.jointcommission.org (accessed August 2010).
110. Jowett, P. and Rothwell, M. (1988) Performance indicators in the public sector. MacMillan Press, Houndmills, Basingstoke.
111. Kang, H-Y., Kim, S.J, Chu, W. and Lee, S. (2009) Consumer use of publicly released hospital performance information: assessment of the National Hospital Evaluation Program in Korea. Health Policy, 89, 2, 174-83.
112. Kaplan, R.S. and Norton, D.P. (1992) The balanced scorecard - measures that drive performance. Harvard Business Review, 70, 1, 71-9.
113. Kaplan, R.S. and Norton, D.P. (1996) Balanced scorecard: translating strategy into action. Harvard Business School Press, Boston, MA.
114. Kaplan, R.S. and Norton, D.P. (2001) he strategy-focused organization: how balanced scorecard companies thrive in the new business environment. Harvard Business School Press, Boston, MA.
115. Kaplan, R.S. and Norton, D.P. (2004) Strategy maps: converting intangible assets into tangible outcomes. Harvard Business School Press, Boston, MA.
116. Kelly, G., Mulgan, G. and Muers, S. (2002) Creating public value. An analytical framework for public service reform. Cabinet Office Strategy Unit, London.
117. Kelman, S. and Priedman, J.N. (2007) Performance improvement and performance dysfunction: an empirical examination of impacts of the emergency room wait-time target in the English National Health Service. J.F. Kennedy School of Government Faculty Working Paper RWP07-034, Harvard University, MA.
118. Kouzmin, A., Loffler, E., Klages, H. and Korac-Kakabadse, N. (1999) Benchmarking and performance measurement in public sectors. Towards learning for agency effectiveness. International Journal of Public Sector Management, 12, 2, 121-44.
119. Kuhlthau, K., Perris, T.G.C. and Iezzoni, L.I. (2004) Risk adjustment for pediatric quality indicators. Pediatrics, 113, 1, 210-16.
120. Lane, D.C., Monefeldt, C. and Rosenhead, J.V. (2000) Looking in the wrong place for healthcare improvements: a system dynamics study of an A&E department. Journal of the Operational Research Society, 51, 5, 518-31.
121. Lane, J-E. (2000) Newpublic management. Routledge, London.
122. Leckie, G. and Goldstein, H. (2009a) School league tables: are they any good for choosing schools? Research in Public Policy, Bulletin of the Centre for Market and Public Organisation, 8, 6-9.
123. Leckie, G. and Goldstein, H. (2009b) The limitations of using school league tables to inform school choice. Journal of the Royal Statistical Society Series A: Statistics in Society, 172, 4, 835-51.
124. Leckie, G. and Goldstein, H. (2011) A note on ‘The limitations of school league tables to inform school choice’. Journal of the Royal Statistical Society Series A: Statistics in Society, 174, 3, 833-36.
125. Lee, K.Y. and McGeevey, C.M. (2002) Using comparison charts to assess performance measurement data. Joint Commission Journal on Quality Improvement, 28, 90-101.
126. Lewin, A.Y. and Seiford, L.M. (1997) Advances in data envelopment analysis. Annals of Operations Research, 73.
127. Lilford, R.J., Chilton, P.J., Hemming, K., Girling, A., Taylor, C.A. and Barach, P. (2010) Evaluating policy and service interventions: framework to guide selection and interpretation of study end points. British Medical Journal, 341, 715-20.
128. LINDO Systems (2010) LINDO Systems - optimization software. www.lindo.com (accessed August 2010).
129. Little, J.D.C. (1970) Models and managers: the concept of a decision calculus. Management Science, 16, 8, B-466-B-485.
130. Llewellyn, S. and Northcott, D. (2005) The average hospital. Accounting, Organizations and Society, 30, 6, 555 -83.
131. Locker, T.E. and Mason, S.M. (2005) Analysis of the distribution of time that patients spend in emergency departments. British Medical Journal, 330, 1188-9.
132. Magdi, H. and Curry, A. (2003) Benchmarking: achieving best value in public-sector organisations. Benchmarking: An International Journal, 10, 3, 261-86.
133. Marshall, M.N. and McLoughlin, V. (2010) How do patients use information on providers? British Medical Journal, 340, 1255-7.
134. Marshall, M.N., Shekelle, P.G., Leatherman, S. and Brook, R.H. (2000) The public release of performance data. What do we expect to gain? A review of the evidence. Journal of the American Medical Association, 283, 1866-74.
135. Marshall, M.N., Shekelle, P.G., Davies, H.T.O. and Smith, P.C. (2003) Public reporting on quality in the United States and the United Kingdom. Health Affairs, 22, 3, 134-48.
136. Marshall, T., Mohammed, M.A. and Rouse, A. (2004) A randomized controlled trial of league tables and control charts as aids to health service decision-making. International Journal for Quality in Health, 16, 4, 309-15.
137. Martin, S. (2000) Implementing Best Value: public services in transition. Public Administration, 78, 1, 209-27.
138. Martin, S., Entwistle, T., Ashworth, R., Boyne, G., Chen, A., Dowson, L., Enticott, G., Law, J. and Walker, R. (2006) he long-term evaluation of theBest Value regime. Final report. Department of Communities and Local Government, London.
139. Masaaki, I. (1986) Kaizen: the key to Japan’s competitive success. McGraw-Hill/Irwin, Columbus, OH.
140. Masaaki, I. (1997) Gemba Kaizen: a commonsense, low-cost approach to management. McGraw-Hill, New York.
141. McNair, C.J. and Leibfried, K.J. (1992) Benchmarking: a tool for continuous improvement. Oliver Wright Publications Inc, New London, NH.
142. Meyer, M.W. (2002) Re-thinking performance measurement: beyond the balanced scorecard. Cambridge University Press.
143. Miller, D. (2003) The virtual moment. Royal Anthropological Institute, 9, 1, 57-75.
144. Miller, G.A. (1956) The magical number seven, plus or minus two: Some limits on our capacity for processing information. Psychological Review 63, 2, 81-97.
145. Mintzberg, H. (1973) he nature of managerial work. HarperCollins, New York.
146. Mintzberg, H. (1994) The fall and rise of strategic planning. Harvard Business Review, January-February, 107-14.
147. Mintzberg, H. and Waters, J.A. (1985) Of strategies, deliberate and emergent. Strategic Management Journal, 6, 3, 257-72.
148. Mohammed, M.A., Worthington, P. and Woodall, W.H. (2008) Plotting basic control charts: tutorial notes for healthcare practitioners. Quality and Safety in Health Care, 17, 137-45.
149. Moore, M.H. (1995) Creating public value: strategic management in government. Harvard University Press, Cambridge, MA.
150. Moore, M.H. (2003) The public value scorecard: a rejoinder and an alternative to ‘strategic performance measurement and management in non-profit organizations’ by Robert Kaplan. Hauser Center for Nonprofit Organizations Working Paper No. 18, available from http://ssrn.com/abstract=402880. (accessed March 2010).
151. Morgan, G. (2006) Images of organization, 2nd edn. Sage, London.
152. Morris, C. (2008) Quantitative approaches in business studies, 7th edn. Pearson Education, London.
153. Moullin, M. (2002) Delivering excellence in health and social care, Open University Press, Milton Keynes.
154. Moullin, M., Soady, J., Skinner, J., Price, C., Cullen, J. and Gilligan, C. (2007) Using the public sector scorecard in public health. International Journal of Health Care Quality Assurance, 20, 4, 281-9.
155. Nardo, M.M., Saisana, M., Saltelli, A. and Tarantola, S. (2008) Handbook on constructing composite indicators: methodology and user guide. OECD Publishing, Paris.
156. National Audit Office (2010) www.nao.org.uk (accessed January 2010).
157. Neely, A., Adams, C. and Kennerley, M. (2002) Performanceprism: the scorecardfor measuring and managing stakeholder relationships. Financial Times/Prentice Hall, London.
158. Neely, A., Kennerley, M. and Martinez, V. (2004) Does the balanced scorecard work: an empirical investigation. Proceedings of the 4th International Conference on Performance Measurement, Edinburgh, 28-30 July.
159. Neely, A., Kennerley, M. and Adams, C. (2007) Performance frameworks: a review. In Neely A. (ed) Business performance measurement, 2nd edn. Cambridge University Press.
160. Neighbour, M.R., Bailey, P., Hawthorn, M., Lensing, C., Robson, H., Smith, S. and Zimmerman, B. (2002) Providing operational analysis to a peace support operation: the Kosovo experience. Journal of the Operational Research Society, 53, 5, 523-43.
161. NIST (2010) 6.4. Introduction to time series analysis. NIST engineering statistics handbook. www.itl.nist.gov/div898/handbook/pmc/section4/pmc4.htm accessed June 2010.
162. Niven, P.R. (2003) Balanced scorecard step-by-step for government and nonprofit agencies. John Wiley & Sons, Hoboken, NJ.
163. Noordegraaf, M. and Abma, T. (2003) Management by measurement? Public management practices amidst ambiguity. Public Administration, 81, 4, 853-73.
164. Norman, M. and Stoker, S. (1991) Data envelopmentanalysis: the assessmentofperformance. John Wiley & Sons, Chichester.
165. Norman, R. (2003) Obedient servants? Management freedoms and accountability in the New Zealand public sector. Victoria University Press, Wellington, NZ.
166. Norreklit, H., Norreklit, L. and Mitchell, F. (2007) Theoretical conditions for validity in accounting performance measurement. In Neely A. (ed.), Business performance measurement, 2nd edn. Cambridge University Press.
167. Oakland, J.S. (2008) Statisticalprocess control, 6th edn. Butterworth-Heinemann, Oxford.
168. O’Brien, F. and Dyson, R.G. (2007) Supporting strategy: frameworks, methods and models. John Wiley & Sons, Chichester.
169. Ord, K. (2004) Charles Flolt’s report on exponentially weighted moving averages: an introduction and appreciation. International Journal of Forecasting, 20, 1-3.
170. Orme, B.K. (2005) Getting started with conjoint analysis: strategies for product design and marketing research, 2nd edn. Research Publishers LLC, Chicago, IL.
171. Osborne, D. and Gaebler, E. (1992) Reinventing government: How the entrepreneurial spirit is transforming the public sector. Addison Wesley, Reading, MA.
172. Othey, D. (1999) Performance management: a framework for management control systems research. ManagementAccountingResearch, 10, 363-82.
173. Ouchi, W.G. (1979) A conceptual framework for the design of organizational control mechanisms. Management Science, 25, 9, 833-48.
174. Ouchi, W.G. (1980) Markets, bureaucracies and clans. Administrative Science Quarterly, 25, 129-41.
175. Ozcan, Y.A. (2008) Health care benchmarking and performance evaluation. An assessment using data envelopment analysis. International Series in Operations Research and Management Science, Springer, New York.
176. Pidd, M. (2005) Perversity in public service performance measurement. International Journal of Productivity & Performance Management, 54, 5/6, 482-93.
177. Pidd, M. (2007) Perversity in public service performance measurement. In Neely A. (ed.) Business performance measurement: unifying theory and integrating practice, 2nd edn. Cambridge University Press.
178. Pidd, M. (2008) Critical assessment of performance measurement for policy making. In Hartley, J., Donaldson, C., Skelcher, S. and Wallace, M. (eds.) Managing to improve public services. Cambridge University Press.
179. Pidd, M. (2009) Tools for thinking: modelling in management science, 3rd edn. John Wiley & Sons, Chichester.
180. Pidd, M. (2010) Why models and model use matter. Journal of the Operational Research Society, 61, 1, 14 -24.
181. Poister, T.H. (2003) Measuring performance in public and nonprofit organizations. Jossey- Bass, San Francisco, CA.
182. Popper, K.R. (1959) he logic of scientific discoveries. Hutchinson, London.
183. Popper, K.R. (1964) Conjectures and refutations. Routledge, London.
184. Power, M. (1997) he auditsociety: rituals of verification. Oxford University Press.
185. Propper, C.A. (2008) Do targets produce better healthcare? Vox, www.voxeu.org/index.php?q=node/1532 (accessed February 2010).
186. Propper, C.A. and Wilson, D. (2003) The use and usefulness of performance measures in the public sector. Oxford Review of Economic Policy, 19, 2, 250-67.
187. RAE 2008 (2006) RAE 2008 Panel criteria and working methods. Annex 1. www.rae.ac.uk/pubs/2006/01/(accessed March 2010).
188. Ray, A. (2006) School value added measures in England. A paperfor the OECD project on the development of value-added models in education systems. Department for Education and Skills, London.
189. Ray, S.C. (2004) Data envelopment analysis. heory and techniques for economics and operations research. Cambridge University Press.
190. Rhodes, R.A.W. and Wanna, J. (2007) The limits to public value, or rescuing responsible government from the platonic guardians. Australian Journal of Public Administration, 66, 4, 406-21.
191. Ridgway, V.F. (1956) Dysfunctional consequences of performance measurements. Administrative Science Quarterly, 1, 2, 240-7.
192. Roberts, S.W. (1959) Control chart tests based on geometric moving averages. Technometrics 1, 2, 239-50.
193. Ryan, M. and Farrar, S. (2000) Using conjoint analysis to elicit preferences for health care. British Medical Journal, 320, 1530 -3.
194. Saaty, T.L. (1980) he analytical hierarchy process: planning, priority setting, resource allocation. McGraw-Hill International, New York.
195. Saitech (2010) Data envelopment analysis: DEA-Solver PRO. www.saitech-inc.com/Products/Prod-DSP.asp (accessed August 2010).
196. Santry, C. (2009) ‘Startling’ senior executive turnover stifles NHS innovation. Health Services Journal, 18 June. www.hsj.co.uk/news/workforce/startling-senior-executive-turnover-stifles-nhs-innovation/5002834.article (accessed November 2010).
197. Scanca, M., Kanouse, D.E., Elliott, M., Farley Short, P., Farley, D.O. and Hays, R.D. (2000) Do consumer reports of health plan quality affect health plan selection? Health Services Research, 35, 5 (Part 1), 933-47.
198. Schneiderman, A.M. (2006) he first balanced scorecard. www.schneiderman.com. (accessed February 2010).
199. Schwartz, B. (2004) he paradox of choice: why more is less. HarperCollins Publishers, New York.
200. Selim, A.J., Berlowitz, D.R., Fincke, G., Rosen, A.Y., Ren, X.S., Christiansen, C.L., Gong, X., Lee, A. and Kazis, L. (2002) Risk-adjusted mortality rates as a potential outcome indicator for outpatient quality assessments. Medical Care, 40, 3, 237-45.
201. Senge, P. (1990) he fifth discipline: the art and practice of the learning organization. Currency Doubleday, New York.
202. Shewhart, W.A. (1931). Economic control of quality of manufactured product. D. Van Nostrand Company, New York.
203. Shively, W.P. (2009) Power & choice: an introduction to political science, 10th edn. McGraw- Hill Higher Education, Boston, MA.
204. Simon, H.A. (1972) Theories of bounded rationality In Simon, H.A. (ed.) (1982) Models of bounded rationality: behavioural economics and business organization. MIT Press, Cambridge, MA.
205. Simon, H.A. (1976) From substantive to procedural rationality In Simon, H.A. (ed.) (1982) Models of bounded rationality: behavioural economics and business organization. MIT Press, Cambridge, MA.
206. Slack, N., Chambers, S. and Johnson, R. (2007) Operations management. Pearson Education, London.
207. Smith, P.C. (1988) Assessing competition among local authorities in England and Wales. Financial Accountability & Management, 4, 3, 235-51.
208. Smith, P.C. (1990) The use of performance indicators in the public sector. Journal of the Royal Statistical Society, Series A, 153, 1, 53-72.
209. Smith, P.C. (1995) On the unintended consequences of publishing performance data in the public sector. International Journal of Public Administration, 18, 2&3, 277-310.
210. Smith, P.C. (2002) Developing composite indicators for assessing health system efficiency. In Smith P.C. (ed.) Measuring up: improving health system performance in OECD countries. OECD Publications, Paris.
211. Smith, P.C. and Goddard, M. (2002) Performance management and Operational Research: a marriage made in heaven? Journal of the Operational Research Society, 53, 3, 247-55.
212. Spranca, M., Kanouse, D.E., Elliott, M., Farley Short, P., Farley, D.O. and Hays, R.D. (2000) Do consumer reports of health plan quality affect health plan selection? Health Service Research, 35, 5, Part I, 933-47.
213. StatSoft (2010) Time series analysis. StatSoft electronic statistics textbook. www.statsoft.com/textbook/time-series-analysis (accessed June 2010).
214. Steele, J. (2003) Involving people in public disclosure of clinical data. Report on research with user organisations and patients. Te Nuffield Trust, London.
215. Sterman, J.D. (2000) Business dynamics: systems thinking and modellingfor a complex world. McGraw Hill, Boston, MA.
216. Stevens, S.S. (1946) On the theory of measurement. Science, new series, 103, 667-80.
217. Talluri, S. (2000) Data envelopment analysis: models and extensions. Decision Line, 31, 3. Te Decision Sciences Institute, Atlanta, GA.
218. Tapinos, E., Dyson, R.G. and Meadows, M. (2005) Te impact of performance measurement in strategic planning. International Journal of Productivity and Performance Management, 54, 5/6, 370-84.
219. Tanassoulis, E. (1995) Assessing police forces in England and Wales using data envelopment analysis. European Journal of Operational Research, 87, 3, 641-57.
220. Tomas, J.W. (2004) Review of ‘Risk adjustment for measuring health care outcomes, 3rd edn, Iezzoni L.I. (ed.)’, International Journal for Quality in Health Care, 16, 2, 181-2.
221. Walker, S., Masson, R., Telford, R. and White, D. (2007) Benchmarking and National Health Service procurement in Scotland. Health Services Management Research, 20, 4, 253-60.
222. Weiner, N. (1948) Cybernetics: or control and communication in the animal and the machine. MIT Press, Cambridge, MA.
223. WHC 072 (2005) he balanced scorecard for NHS Wales 2005-06. Welsh Assembly Government, Cardiff. www.wales.nhs.uk/documents/WHC_2005_072.pdf (accessed March 2010).
224. Wheeler, D.J. (1993) Understanding variation: the key to managing chaos. SPC Press, Knoxville, TN.
225. Wiersma, E. (2009) For which purposes do managers use Balanced Scorecards? An empirical study. Management Accounting Research, 20, 3, 239 -51.
226. Wiggins, A. and Tymms, P. (2002) Dysfunctional effects of league tables: a comparison between English and Scottish primary schools. Public Money & Management, 22, 1, 43-8.
227. Wildavksy, A.B. (1980) he art and craft of policy analysis. Macmillan, London.
228. Wilkins, A.L. and Ouchi, W.G. (1983). Efficient cultures: exploringthe relationship between culture and organizational performance. Administrative Science Quarterly, 28, 3, 468-81.
229. Williams, El.P. (1993) Model solving in mathematical programming. John Wiley & Sons, Chichester.
230. Williams, El.P. (1999) Model building in mathematical programming, 4th edn. John Wiley & Sons, Chichester. www-01.ibm.com/software/integration/optimization/cplex-optimizer (accessed August 2010).
231. Williamson, O. (1985) he economic institutions of capitalism. he Free Press, NewYork.
232. Wilson, D. and Piebalga, A. (2008) Performance measures, ranking and parental choice: an analysis of the English school league tables. International Public Management Journal, 11, 3, 344 -66.
233. Wilson, J.Q. (1989) Bureaucracy: what governments agencies do and why they do it. Basic Books, New York.
234. Wolstenholme, E.F. (1990) System enquiry. a system dynamics approach. John Wiley & Sons, Chichester.
235. Womack, J.P. and Jones, D.T. (2005) Lean solutions: how companies and customers can create value and wealth together. Simon & Schuster, London.
236. Wynn-Williams, K.L.H. (2005) Performance assessment and benchmarking in the public sector: an example from New Zealand. Benchmarking: An International Journal, 12, 5, 482-92.
237. Yake, W. (2005) Performance measurement in Fairfax County, Virginia. Available from blogs.nasa.gov/cm/wiki/FederalKnowledgeManagementWorkingGroup (KMWG).wiki/1001894main_Bill Yake Presentation.pdf (accessed April 2010).
238. Zhu, J. (2009) Quantitative models forperformance evaluation and benchmarking: DEA with spreadsheets. Springer, Boston, MA.