Learning to manage within limited resources: Coping strategies and learning breakthroughs in UK local government

International Journal of Public Sector Management

Volumn 12, Issue 3, 1999, Pages 293-314

  Bovaird, Tony ^a   Davis, Paul ^a  

^a ASTON UNIVERSITY   (United Kingdom)

Author keywords

Learning; Local authorities; Local government; Resource management; Service quality; United Kingdom

Indexed keywords

EID: 84986107439     PISSN: 09513558     EISSN: None     Source Type: Journal    
DOI: 10.1108/09513559910267431     Document Type: Article

References (27)

1. Appleton, L.M. and Clark, T.N. (1989), “Coping in American cities: fiscal austerity and urban innovations in the 1980s”, in Clarke, S.E. (Ed.), Urban Innovation and Autonomy: Political Implications of Policy Change, Sage, Newbury Park.
2. Argyris, C. and Schön, D. (1980), “What is an organization that it may learn?”, in Lockett, M. and Spear, R. (Eds), Organizations as Systems, Open University Press, Buckingham.
3. Blitz, J. (1997), “Go-ahead for homes sale over damages”, Financial Times, 14 February, London.
4. Bovaird, T. and Davis, P. (1996), “Managing on limited resources: a review of the literature”, First Draft Report to Local Government Management Board, Aston Business School, Birmingham.
5. Bovaird, T. and Tricker, M. (1996), “Market research for service quality: distinguishing the role of users and residents surveys”, paper presented to Conference of the International Institute of Administrative Sciences, Helsinki, 27 April.
6. Bovaird, T., Davis, P. and Green, J. (1997), More for Less: Practical Coping Strategies for Managing Limited Resources, Local Government Management Board, London.
7. Clark, T.N. (1994), “Municipal fiscal strain: indicators and causes”, Government Finance Review, Vol. 10 No. 3, June.
8. Clarke, S.E. (1989), Urban Innovation and Autonomy: Political Implications of Policy Change, Sage, Newbury Park.
9. Davidson, J. and Grieves, J. (1996), “Developing quality in local government”, paper presented at First International Conference on ISO 9000 and TQM, De Montfort University, 10-12 April.
10. Dess, G.C. and Davis, P.S. (1984), “Porter's (1980) generic strategies as determinant of strategic group membership and organizational performance”, Academy of Management Journal, Vol. 27, pp. 467-88.
11. Drew, S.A. (1997), “From knowledge to action: the impact of benchmarking on organizational performance”, Long Range Planning, Vol. 30 No. 3, June, pp. 427-41.
12. Fitzsimmons, J.A. and Fitzsimmons, M.J. (1994), Service Management for Competitive Advantage, McGraw-Hill, New York, NY.
13. Gibson, J. (1992), “British local government finance under the Conservatives”, Local Government Studies, Vol. 18 No. 4, pp. 55-78.
14. Gold, D. (1994), “Private finance and local government”, Public Money > Management, Vol. 14 No. 3.
15. Goold, M. and Campbell, A. (1987), Strategies and Styles, Basil Blackwell, Oxford.
16. Harisalo, R. (1993), “Powershift in democracy, public services and local government”, Local Government Studies, Vol. 19 No. 1, pp. 16-27.
17. Hutchinson, T.W. (1992), Changing Aims in Economics, Basil Blackwell, Oxford.
18. Lovell, C. and Tobin, C. (1991), “The mandate issue”, Public Administration Review, Vol. 41 No. 4, pp. 318-31.
19. Noble, L. (1997), “‘Cry wolf’ approach to cuts condemned”, Local Government Chronicle, 5 September.
20. Pettigrew, A., Ferlie, E. and McKee, L. (1992), Shaping Strategic Change: Making Change in Large Organizations, Sage, London.
21. Porter, M. (1985), Competitive Advantage: Creating and Sustaining Superior Performance, The Free Press, New York.
22. Schall, E. (1997), “Public sector succession: a strategic approach to sustaining innovation”, Public Administration Review, Vol. 57 No. 1, pp. 4-10.
23. Spender, J.C. (1989), Industry Recipes: The Nature and Sources of Managerial Judgement, Basil Blackwell, Oxford.
24. Stokes, F.B. (1994), “Innovation in public management: the adoption of strategic planning”, Public Administration Review, Vol. 54 No. 4, pp. 322-30.
25. Walsh, K. (1995), Public Services and Market Mechanisms: Competition, Contracting and the New Public Management, Macmillan, Basingstoke.
26. Wolman, H., Goldsmith, M. and Kousgaard, P. (1991), “Local government fiscal condition: the capacity for action”, in Fox-Przeworski, J., Goddard, J. and De Jong, M. (Eds), Urban Regeneration in a Changing Economy: An International Perspective, Clarendon Press, Oxford.
27. Younis, T. (1997), “Customers’ expectations of public sector services: does quality have its limits?”, Total Quality Management, Vol. 8 No. 4, pp. 115-29.