This page intentionally left blank Public Management and Performance Public services touch the majority of people in advanced and developing economies on a daily basis: children require schooling, the elderly need personal care and as- sistance, rubbish needs collecting, water must be safe to drink and the streets need policing. In short, there is practically no area of our lives that isn’t touched in some way by public services. As such, knowledge about strategies to improve their per- formance is central to the good of society. In this book, a group of leading scholars examine some of the most pressing issues in public administration, political sci- ence and public policy by undertaking a systematic review of the research literature on public management and the performance of public agencies. It is an important resource for public management researchers, policy-makers and practitioners who wish to understand the current state of the feld and the challenges that lie ahead. Richard M. Walker is Professor of Public Management and Policy at the University of Hong Kong, and Senior Research Associate in the Department of Public Adminis- tration and Policy at Xi’an Jiaotong University. George A. Boyne is Professor of Public Sector Management at Cardif University. Gene A. Brewer is Associate Professor of Public Administration and Policy at the University of Georgia School of Public and International Afairs, and Visiting Professor of Public Management at the Utrecht University School of Governance in the Netherlands. Public Management and Performance Research Directions Edited by Richard M. Walker University of Hong Kong George A. Boyne Cardiff University Gene A. Brewer University of Georgia cambrid ge universit y press Cambridge, New York, Melbourne, Madrid, Cape Town, Singapore, São Paulo, Delhi, Dubai, Tokyo, Mexico City Cambridge University Press Te Edinburgh Building, Cambridge CB2 8RU, UK Published in the United States of America by Cambridge University Press, New York www.cambridge.org Information on this title: www.cambridge.org/9780521116633 © Cambridge University Press 2010 Tis publication is in copyright. Subject to statutory exception and to the provisions of relevant collective licensing agreements, no reproduction of any part may take place without the written permission of Cambridge University Press. First published 2010 Printed in the United Kingdom at the University Press, Cambridge A catalogue record for this publication is available from the British Library Library of Congress Cataloguing in Publication data Public management and performance : research directions / [edited by] Richard M. Walker, George A. Boyne, Gene A. Brewer. p. cm. Includes bibliographical references and index. ISBN 978-0-521-11663-3 1. Municipal services–Management–Research. 2. Public administration–Research. I. Walker, Richard M. II. Boyne, George A. III. Brewer, Gene A. IV. Title. HD4431.P815 2010 351–dc22 2010022032 ISBN 978-0-521-11663-3 Hardback Cambridge University Press has no responsibility for the persistence or accuracy of URLs for external or third-party internet websites referred to in this publication, and does not guarantee that any content on such websites is, or will remain, accurate or appropriate. Contents List of fgures page vii List of tables viii Notes on contributors ix 1 Introduction 1 Richard M. Walker, George A. Boyne and Gene A. Brewer 2 Extending goal ambiguity research in government: from organizational goal ambiguity to programme goal ambiguity 34 Hal G. Rainey and Chan Su Jung 3 Budgets and fnancial management 60 Donald P. Moynihan and Matthew Andrews 4 Organizational structure and public service performance 89 Rhys Andrews 5 Red tape: the bane of public organizations? 110 Gene A. Brewer and Richard M. Walker 6 Managerial networking, managing the environment, and programme performance: a summary of fndings and an agenda 127 Kenneth J. Meier and Laurence J. O’Toole, Jr. 7 Public service motivation and performance 152 Gene A. Brewer 8 Organizational diversity and public service performance 178 David W. Pitts v vi Contents 9 Performance management: does it work? 207 George A. Boyne 10 Strategy: which strategic stances matter? 227 Richard M. Walker 11 Methods 253 Alisa Hicklin 12 Conclusion: enriching the feld 268 George A. Boyne, Gene A. Brewer and Richard M. Walker Index 282 Figures 1.1 P apers and presenters at the Determinants of Performance in Public Organizations II page 5 1.2 S takeholders and types of performance in public management research 14 2.1 E xamples of specifc questions in the Program Assessment Rating Tool (PART) 44 3.1 Basic elements in a national PFM system 62 3.2 Input control relaxation and government efectiveness scores 78 5.1 External control model of red tape 114 8.1 Measuring organizational diversity 183 10.1 T e paragraphing approach to strategy content: defenders, analysers, prospectors and reactors 237 10.2 I llustration of Conant et al.’s multi-item scale to operationalize Miles and Snow 238 vii Tables 1.1 Dimensions of organizational performance page 11 3.1 Relaxed input controls and performance measures 81 8.1 Teories and frameworks linking diversity and performance 186 8.2 Evolution of organizational approaches to diversity 193 10.1 Descriptive measures and factor-analytic results of Miles and Snow’s strategy archetypes 239 viii