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Dimensions of publicness and organizational performance: a review of the evidence

Andrews, Rhys William, Boyne, George Alexander and Walker, Richard M. 2011. Dimensions of publicness and organizational performance: a review of the evidence. Journal of Public Administration Research and Theory 21 (Supp.3) , i301-i319. 10.1093/jopart/mur026

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Abstract

Debates about the merits of publicness have dominated the public administration landscape since the foundation of the modern state. The extent of organizational publicness (ownership, funding, and control) has waxed and waned in developed countries: it rose following the postwar settlement and fell under the policies of New Right government and the popularity of the notions of New Public Management. We argue that publicness effects are likely to diminish in the face of organizational and contextual characteristics and that what matters for performance is management and organization. To this end, we examine the evidence base by undertaking a review of academic studies of publicness and organizational performance. The results suggest that publicness makes a difference to efficiency and equity, but the magnitude and direction of this effect varies with the characteristics of the empirical studies. Our findings clearly point toward the need for research that includes all dimensions of publicness, a variety of performance measures, and the moderating effects of management, organization, and external constraints.

Item Type: Article
Date Type: Publication
Status: Published
Schools: Business (Including Economics)
Subjects: H Social Sciences > H Social Sciences (General)
H Social Sciences > HD Industries. Land use. Labor
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
J Political Science > JA Political science (General)
Additional Information: This article appears in: Publicness and organizational performance: a special issue
Publisher: Oxford
ISSN: 1053-1858
Last Modified: 04 Jun 2017 03:33
URI: http://orca.cf.ac.uk/id/eprint/22685

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