Book contents
- Frontmatter
- Contents
- List of figures
- List of tables
- Notes on contributors
- 1 Introduction
- 2 Subjective and objective measures of organizational performance: An empirical exploration
- 3 All measures of performance are subjective: More evidence on US federal agencies
- 4 A qualitative evaluation of public sector organizations: Assessing organizational performance in healthcare
- 5 Quantitative approaches towards assessing organizational performance
- 6 Consequences of goal ambiguity in public organizations
- 7 Performance control and public organizations
- 8 Bureaucratic red tape and organizational performance: Testing the moderating role of culture and political support
- 9 All that glitters is not gold: Disaggregating networks and the impact on performance
- 10 Network evolution and performance under public contracting for mental health services
- 11 The design and management of performance-based contracts for public welfare services
- 12 Outsourcing government information technology services: An Australian case study
- 13 International comparisons of output and productivity in public service provision: A review
- 14 Public management and government performance: An international review
- 15 What drives global e-government? An exploratory assessment of existing e-government performance measures
- 16 Public management and organizational performance: An agenda for research
- Index
List of figures
Published online by Cambridge University Press: 22 September 2009
Book contents
- Frontmatter
- Contents
- List of figures
- List of tables
- Notes on contributors
- 1 Introduction
- 2 Subjective and objective measures of organizational performance: An empirical exploration
- 3 All measures of performance are subjective: More evidence on US federal agencies
- 4 A qualitative evaluation of public sector organizations: Assessing organizational performance in healthcare
- 5 Quantitative approaches towards assessing organizational performance
- 6 Consequences of goal ambiguity in public organizations
- 7 Performance control and public organizations
- 8 Bureaucratic red tape and organizational performance: Testing the moderating role of culture and political support
- 9 All that glitters is not gold: Disaggregating networks and the impact on performance
- 10 Network evolution and performance under public contracting for mental health services
- 11 The design and management of performance-based contracts for public welfare services
- 12 Outsourcing government information technology services: An Australian case study
- 13 International comparisons of output and productivity in public service provision: A review
- 14 Public management and government performance: An international review
- 15 What drives global e-government? An exploratory assessment of existing e-government performance measures
- 16 Public management and organizational performance: An agenda for research
- Index
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- Public Service PerformancePerspectives on Measurement and Management, pp. viiPublisher: Cambridge University PressPrint publication year: 2006