MULTI‐LAYERED ACCOUNTABILITY. PERFORMANCE‐BASED FUNDING OF UNIVERSITIES

In most Western countries there has been an increasing demand for new and different types of audit, evaluation and reporting systems that reveal the output of public sector organizations ( Pollitt and Bouckaert 2000 ). Quality assessments have had a profound impact on the funding of university research, most visibly in the UK. However, the relationship between qualitative and quantitative indicators of research performance has been an ongoing source of debate ( Bence and Oppenheim 2004 ). By exploring four different types of accountability relations, this paper investigates different stakeholders' perceptions of whether or not performance funding increases accountability and transparency, and poses the following questions: Does performance funding result in high accountability and high transparency? Does high accountability imply high transparency? Does high transparency lead to low accountability? Three main empirical sources have been utilized: a comprehensive survey of faculty at Norwegian higher education institutions, a stakeholder survey, and data from case studies of four universities.     

PERFORMANCE INDICATORS AND MANAGEMENT PERFORMANCE IN NATIONALIZED INDUSTRIES

Tracing the links between managerial performance and performance indicators reveals the limited quality of information provided by those indicators. There are two reasons. First, aggregate indices in their composition and assumption provide only a starting point for analysis and evaluation. Second, the political context inhibits publication of informative indicators of the kind which a competent organization might use for internal purposes. Part of the problem resides in misapplication of a private sector analogy. We conclude that both understanding of the nature of managerial performance in nationalized industries and conditions for working towards a more appropriate evaluation have been largely lacking in the public forum.     

SHIFTING SANDS: TEACHING PUBLIC ADMINISTRATION IN A CLIMATE OF CHANGE

This article analyses influences which in recent decades have changed the way in which public administration has been taught in British higher education. Focusing mainly on the former polytechnics, the article argues that a curriculum shift away from the social sciences and towards management, and changes in the nature of the British public sector, have profoundly influenced approaches to teaching public administration. It suggests that learning strategies are closely related to debate about the nature of the discipline and its location within the academic spectrum. The article also raises questions about the extent to which public administration teachers in British universities are equipped to present the more applied and skills-based teaching which has often been adopted in recent years, and the tensions which this might pose particularly in the‘new’universities with the increasing emphasis upon academic research.     

LEARNING FROM PERFORMANCE FEEDBACK: PERFORMANCE INFORMATION,ASPIRATION LEVELS,AND MANAGERIAL PRIORITIES

While performance management is increasingly widespread, we still know little about how performance information generates learning and affects organizational responses. Recent work on performance information and learning in private business organizations, however, suggests that perceived negative performance triggers important strategic responses related to problem identification, search, and change. In turn, how performance is perceived depends on whether performance falls short of aspiration levels that are based on an organization's historical performance and the performance of peer organizations. This article adapts this model to a public sector context and tests one implication of the model, namely that public managers will increase their prioritization of goals that are currently performing below aspirations. This question is central to the study of public organizations pursuing multiple and democratically contested goals. Empirical findings based on administrative performance data and a survey of Danish school principals support this prediction.     

MANAGING FINANCIAL STRINGENCY IN THE PUBLIC SECTOR

This article contributes to the debate about the most effective ways to manage the effects of financial stringency in the public sector. It tentatively draws ideas for further research from three action research studies conducted longitudinally over several years in different contexts and sectors and at different organization levels within the public sector. Our contribution focuses on the management of the early stages of stringency. We conclude that in stringent times, particularly in the short-term, intra-organizational conflict is likely to increase; organizational climates to become more cautious and reactive; and management to become more centralized, controlling and to take what is termed the efficiency rather than the effectiveness option. To these factors is added the resistance to change inherent in professional bureaucracies. Managers in public sector organizations experiencing harsher environments need to be helped to plan strategically for implementation in the particular context in which they find themselves.     

Breaking the glass ceiling,but facing a glass cliff? The role of organizational decline in women's representation in leadership positions in Dutch civil service organizations

Despite efforts to increase gender diversity and equality worldwide, women are still underrepresented in leadership positions in public bureaucracies. This article speaks to the debate on how organizational context, more specifically organizational decline, may influence gender representation in such leadership positions. Based on role congruity theory and glass cliff theory this article empirically examines whether and how excessive workforce reductions are associated with changes in the representation of women in leadership positions in Dutch civil service organizations. Panel analyses on administrative data show that women's representation in leadership positions varies over time, but is not significantly affected by excessive workforce reductions. Overall, the analyses do not provide evidence for a glass cliff for women in Dutch civil service organizations. Implications for theory and future research are discussed.     

Private Water,Public Good: Water Privatization and State Capacity in Chile

In the global policy debate over whether water services in developing countries should remain public or be privatized, advocates for privatization call for reducing the role of the state in water services, while civil society groups argue that privatization violates the human right to water. This article examines water privatization in Chile, a crucial case in the debate over the role of markets and states in water services. Chile is known as a water privatization success story due to its high coverage of drinking water and sanitation under a fully privatized system. The article addresses two questions: How effectively does Chile meet the standard for fulfilling the human right to water within the privatized system? To what extent has privatization in Chile reduced the role of the state in water service provision? I find that the human right to water, narrowly defined, is fulfilled in Chile; however, this outcome is not attributable to the merits of privatization. Chile’s strong state capacity to govern the water sector in the public interest by embedding reforms in state interventions explains the relative success of the Chilean water sector. These findings support the argument that a strong state role is necessary to fulfill the human right to water, even in a privatized water sector.     

THE CONTENT AND CONTEXT OF ORGANIZATIONAL ETHICS

The aim of this paper is to provide an empirical contextual picture of what is truly valued most in different public and private sector organizations. Through a series of qualitative in‐depth interviews (n = 38), that were a follow‐up to an earlier survey study among public and private sector managers (n = 382), a number of crucial organizational values were presented to and discussed with a selection of top managers from a variety of Dutch public and private sector organizations. The decision‐making context from the interviews provides insight into why, when, how and to what extent specific values are important. A number of unexpected differences and similarities between organizations with a different sectoral status emerge from the data, which shed new light on existing predispositions on value preferences in government and business conduct.     

CHANGE IN THE MANAGEMENT OF PUBLIC SERVICES

This article identifies the main themes in recent changes in public sector management and shows the extent of the challenge to past organizational assumptions. While recognizing the objectives of the changes could bring benefits if realized, it argues that there are a series of issues that are unresolved. The language of consumerism, the development of government by contracts, the form of performance management and the use of quasi-markets are seen as creating problems. These are seen as deriving from an attempt to apply approaches drawn from the private sector to the public domain. It is argued that they need to be balanced by approaches that recognize the values of the public sector.     

THE IMPACT OF OPEN DATA IN THE UK: COMPLEX,UNPREDICTABLE, AND POLITICAL

This article examines the democratic impact of the UK coalition government's Transparency Agenda, focusing on the publication of all local government spending over £500 by councils in England. It looks at whether the new data have driven increased democratic accountability, public participation, and information transmission. The evidence suggests that the local government spending data have driven some accountability. However, rather than forging new ‘performance regimes’, creating ‘armchair auditors’, or bringing mass use and involvement, the publication creates a further element of political disruption. Assessment of the use and impact of the new spending data finds it is more complex, more unpredictable, and more political than the rhetoric around Open Data indicates. The danger is that the gap between aims and impact invites disappointment from supporters.     

AGENCIFICATION AND BLAME SHIFTING: EVALUATING A NEGLECTED SIDE OF PUBLIC SECTOR REFORMS

The establishment of autonomous agencies has been a strong trend in the public sector across countries for about 25 years. In line with the official rhetoric accompanying such reforms, almost all reform evaluations have focused on various kinds of performance improvements. This article investigates a set of behavioural consequences of such reforms, which have been claimed by the blame avoidance literature, but have never been subjected to systematic empirical analysis. In particular, the article examines how a reform of agencification influences the propensity of agency managers to blame the political principals when the agency is subject to public criticism. Furthermore, it examines how the reform influences the blaming rhetoric of ministers and MPs. To evaluate such reform effects systematically, the article introduces a new empirical approach and illustrates the utility of the approach in a case study of the transformation of the national Danish railway company from 1995 to 2007.     

ON THE PERFORMANCE OF COMPETITIVELY TENDERED, PUBLIC SECTOR CLEANING CONTRACTS

Quantitative analysis of competitive tendering and contracting typically focuses on their effect on the cost of providing public sector services. In this article we turn to the systematic factors that appear to influence the performance of cleaning contracts. This is defined as compliance with contract specification, public perception of service quality and other qualitative measures of service characteristics as observed by the contracting authority. Our analysis attempts to isolate particular features of contract design, monitoring and enforcement that influence performance positively or negatively. Econometric results based on a sample of public sector cleaning contracts suggest that contractor selection procedures and contract enforcement mechanisms have the greatest influence on performance.     

PUBLIC SECTOR REFORM IN DUTCH HIGHER EDUCATION: THE ORGANIZATIONAL TRANSFORMATION OF THE UNIVERSITY

During the past few decades traditional state‐centred governing arrangements have been critiqued and replaced by alternative modes of governance. Higher education is one of the public sectors where such shifts in governance have been seen. As a consequence of the reshuffling of authority and responsibilities across the different levels in Dutch higher education, universities as organizations have become important foci of attention in the system’s coordination. The main question addressed in this article is to what extent we can speak of an organizational transformation of Dutch universities. Based on conceptual ideas from researchers such as Greenwood and Hinings (1996), Ferlie et al. (1996) , and Brunsson and Sahlin‐Andersson (2000) , we use a framework that focuses attention on the concepts of the construction of identity, hierarchy and rationality to systematically analyse the various aspects of transformations of professional organizations.     

ORGANIZATIONAL STATUS AND PERFORMANCE: THE CASE OF THE SWEDISH PHARMACIES

In recent years, studies of the relationship between organizational status and success have focused largely on organizations transferring from the public to the private sectors: pharmacies in Sweden provide a case study of organizational status change in the reverse direction. Popular belief suggests progressive deterioration in the performance of an organization where ownership changes from owner-manager to public corporation, market conditions change from competition to monopoly, and internal management becomes increasingly command orientated. This article explores change in various performance and organizational variables in the National Corporation of Swedish Pharmacies, from its creation in 1971 until 1990. The corporation displays a high degree of stability amongst its senior management team, task specialization amongst employees is low, whilst standardization of working methods is high. Decentralization of authority has occurred over several years. A review of several measures of success, including productivity, financial ratios and innovation, demonstrates substantial progress over the period, comparing favourably with other Swedish public sector organizations. It is concluded that public sector ownership and monopoly supply need not result in deteriorating performance and lack of innovation, provided that criteria for success are clearly stated and properly monitored.     

Regulation Inside Government: Public Interest Justifications and Regulatory Failures

Regulation is normally thought of as government regulation of the private sector, particularly business. However, there is a developing literature on regulation inside government, exploring the ways in which government regulates itself through a range of bodies which set standards for public sector organizations, monitor them and seek to bring about compliance with those standards. Reading across economic theories of business regulation to regulation inside government, this article suggests that the current wave of reform inside the UK public sector implicitly reflects a public interest view of regulation. However, the analogous public interest justification for the regulation of business has been heavily criticized and regulatory failures have been suggested including regulation in the interest of regulated bodies, regulation in the interest of regulators and the high costs of operating regulatory systems.     

Policy Alienation of Public Professionals: A Comparative Case Study of Insurance Physicians and Secondary School Teachers

Currently, there is an intense debate on the pressures facing public professionals in service delivery. Several studies show increasing discontent among professionals toward policies they have to implement. In this article, we aim to contribute to this topic by analyzing this discontent of public professionals in terms of “policy alienation.” The policy alienation concept is used to frame the experiences of professionals in a coherent theoretical framework. We have used a qualitative comparative case study of Dutch insurance physicians and secondary school teachers to study the factors that influence the degree of policy alienation across different domains. Our article shows that facets of New Public Management are important in explaining the pressures on public professionals implementing public policies. However, others factors are also prominent, and the degree of the implementers' professionalism seems especially important. These insights help in understanding why public professionals embrace or resist the implementation of public policies.     

ECONOMIC DISCOURSE AND THE MARKET: THE CASE OF COMMUNITY CARE

The UK government has introduced fundamental reforms into the provision of social care. The'community care'programme, which was fully implemented in 1993, requires local authorities to assess the needs of potential users, to design an individual package of care that reflects those needs, and to purchase the package from a range of statutory, voluntary and private providers. Thus the new arrangement introduced a'quasi-market'in community care, along the lines of those already operating in other areas of the UK public sector, such as health and education. Hitherto, much analysis of the functioning of such markets has been conducted within a neo-classical economic framework. This article examines the relevance to the complex new community care market of three alternative theoretical perspectives: the transaction costs literature, the Austrian school and the new economic sociology. It is concluded that, although neoclassical economic discourse has been influential in shaping policy, no single perspective can capture all the issues relevant to analysing the market in community care. Therefore, in evaluating the reforms, an eclectic theoretical approach will be required which draws upon a variety of economic discourses.     

STRUGGLING WITH AMBIGUITY: PUBLIC MANAGERS AS USERS OF NPM‐ORIENTED MANAGEMENT INSTRUMENTS

Improving public sector performance involves both ‘knowing’ and ‘doing’ problems. With the emphasis on the ‘doing’ problem, this study examines public managers as users of management instruments (MI) in attempts to improve the performance of public services. The article explores uses of three MIs in Finnish local government by using the conceptual framework of ambiguity. The article demonstrates why and how the use of MIs does not always simplify the public management exercise. It may become even more ambiguous. It is important to comprehensively understand the ways in which uses and users of MIs intervene in the process of public service delivery. It is argued that understanding MI uses in public administration necessitates a more profound theoretical approach acknowledging the ways in which ‘rational intentions' for performance improvements turn into situated, boundedly rational, managerial practice. In the context of productivity programmes, such understanding is essential to researchers and practitioners of public administration.     

UNEXPECTED ADVANTAGES OF LESS ACCURATE PERFORMANCE MEASUREMENTS. HOW SIMPLE PRESCRIPTION DATA WORKS IN A COMPLEX SETTING REGARDING THE USE OF MEDICATIONS

In this paper we argue that performance measurement can be done better by general, less accurate measurements than by complex – and possible more accurate – ones. The conclusions of this study are drawn from a case study of the Dutch Foundation for Effective Use of Medication. While most studies about performance measurements focus on the management of public service organizations, this case study – informed by the literature from Science and Technology Studies – focuses on the active role of the measurements themselves. In the paper we show that indicators do not have to be as complex as the practices they represent – as long as they are part of a chain of intermediary data that allow travelling from the general or simple indicators to detailed data in day‐to‐day practices and vice versa. Furthermore, general indicators enable stakeholders to obtain distance from each other. Rather than the involvement of stakeholders, it is this reflexive distancing that explains the degree of compliance to performance measurement and thereby the prospect for effective co‐governance.