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Outputs and Performance Measures: A Case Study of Two New Zealand Public Sector Organisations
16 references·0 citing·39 second hop
Outputs and Performance Measures: A Case Study of Two New Zealand Public Sector Organisations (2006)Outputs and Performance Measures: A Case …Performance Measurement and Management: Some Insights from Practice (2005)Performance Measurement and M…Obedient Servants?: Management Freedoms and Accountabilities in the New Zealand Public Sector (2004)Obedient Servants?: Managemen…Management Accounting: An Australian Perspective (2003)Management Accounting: An Aus…Dynamics of performance measurement systems (2000)Dynamics of performance measu…Why Most Developing Countries Should Not Try New Zealand's Reforms (1998)Why Most Developing Countries…Public Management: The New Zealand Model (1998)Public Management: The New Ze…Public Management and Administration: An Introduction (1998)Public Management and Adminis…Designing performance measures: a structured approach (1997)Designing performance measure…The spirit of reform : managing the New Zealand state sector in a time of change (1996)The spirit of reform : managi…THE PECULIAR TASKS OF PUBLIC MANAGEMENT: TOWARD CONCEPTUAL DISCRIMINATION (1995)THE PECULIAR TASKS OF PUBLIC …New Territory: The Transformation of New Zealand, 1984–92 (1992)New Territory: The Transforma…A PUBLIC MANAGEMENT FOR ALL SEASONS? (1991)A PUBLIC MANAGEMENT FOR ALL S…Reliability and Validity in Field Research: Some Strategies and Tactics (1988)Reliability and Validity in F…Case Study Research: Design and Methods (1984)Case Study Research: Design a…Public Management: Public and Private Perspectives (1983)Public Management: Public and…THE PRIME MINISTER AND THE CABINET (1967)THE PRIME MINISTER AND THE CA…Social Choice and Individual Values. (1951)Organizational Learning (1988)The Management of Innovation (1994)The “new public management” in the 1980s: Variations on a theme (1995)The New Governance: Governing without Government (1996)Governance as theory: five propositions (1998)The balanced scorecard : measures that drive performance (1992)The balanced scorecard--measures that drive performance. (1992)The balanced scorecard: Translating strategy into action (1997)Implementing performance measurement systems: a literature review (2003)A review of performance measurement: Towards performance management (2005)Challenges in transforming manufacturing organisations into product‐service providers (2010)Performance measurement system design (1995)The Provision of Incentives in Firms (1999)Manufacturing strategy (2001)Performance Measurement in Construction (2004)Qualitative case studies in operations management: Trends, research outcomes, and future research implications (2010)The other path: the invisible revolution in the third world (1990)Bureaucratic structure and bureaucratic performance in less developed countries (2000)Presidents, Parliaments, And Policy (2001)Economic growth in the 1990s: learning from a decade of reform (2005)Deliberating in the Real World (2006)A Critique of the New Public Management and the Neo-Weberian State: Advancing a Critical Theory of Administrative Reform (2007)Toward a New Era of Administrative Reform? The Myth of Post‐NPM in New Zealand (2010)Mixed Methods Research: A Research Paradigm Whose Time Has Come (2004)Qualitative research: Methods in the social sciences (2006)Document Analysis as a Qualitative Research Method (2009)CLARIFYING CONVERGENCE. Striking similarities and durable differences in public management reform (2001)Defining the Client in the Public Sector: A Social‐Exchange Perspective (2002)Co-Production and Co-Creation (2018)Methodological themes (1997)Legitimation Strategies Used in Response to Environmental Disaster: A French Case Study of Total SA's Erika and AZF Incidents (2008)Validity in Qualitative Research: A Processual Approach (2019)The New Public Service: Serving Rather than Steering (2000)Origin and theoretical basis of new public management (2001)Wicked Problems (2013)Building Indigenous community governance in Australia: Preliminary research findings (2006)Sharing and valuing older Aboriginal people’s voices about social and emotional wellbeing services: a strength-based approach for service providers (2018)Trends, Issues and Possibilities for an Interdisciplinary STEM Curriculum (2020)
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References

  • 1984Case Study Research: Design and Methods81,948 cited
  • 1991A PUBLIC MANAGEMENT FOR ALL SEASONS?9,822 cited
  • 1998Public Management: The New Zealand Model1,029 cited
  • 1998Public Management and Administration: An Introduction793 cited
  • 1997Designing performance measures: a structured approach600 cited
  • 1998Why Most Developing Countries Should Not Try New Zealand's Reforms528 cited
  • 2000Dynamics of performance measurement systems453 cited
  • 1988Reliability and Validity in Field Research: Some Strategies and Tactics360 cited
  • 1996The spirit of reform : managing the New Zealand state sector in a time of change301 cited
  • 1967THE PRIME MINISTER AND THE CABINET191 cited
  • 1983Public Management: Public and Private Perspectives186 cited
  • 1992New Territory: The Transformation of New Zealand, 1984–9290 cited
  • 2004Obedient Servants?: Management Freedoms and Accountabilities in the New Zealand Public Sector74 cited
  • 2003Management Accounting: An Australian Perspective54 cited
  • 1995THE PECULIAR TASKS OF PUBLIC MANAGEMENT: TOWARD CONCEPTUAL DISCRIMINATION44 cited
  • 2005

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Performance Measurement and Management: Some Insights from Practice
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