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Journal of Public Administration Research and Theory Advance Access originally published online on February 21, 2005
Journal of Public Administration Research and Theory 2005 15(4):483-488; doi:10.1093/jopart/mui029
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© The Author 2005. Published by Oxford University Press on behalf of the Journal of Public Administration Research and Theory, Inc. All rights reserved. For permissions, please e-mail: journals.permissions@oupjournals.org.

Introduction

Introducing the "Determinants of Performance in Public Organizations" Symposium

George A. Boyne

Cardiff University

Richard M. Walker

University of Hong Kong and Cardiff University

Address correspondence to the corresponding author at boyne@cardiff.ac.uk.

The first 150 words of the full text of this article appear below.

The performance of public organizations has become a topic of great interest to scholars and practitioners of public management around the globe. This interest stems from theoretical and methodological puzzles posed by organizational performance. This is not just an academic endeavor—the desire of politicians to improve public services has become more important over recent years. In the United Kingdom the Labour government has published and implemented a Public Service Improvement strategy (Office of Public Service Reform 2002), while the U.S. federal government's National Performance Review and Government Performance Results Act 1993 from the Clinton administration through to George W. Bush's President's Management Agenda have sought higher levels of performance from government. Recently, the Chinese government has published an index of measures to evaluate the performance of Chinese cities (China Daily 2004). The interest in performance also reflects the need for public organizations to cope with emergency . . . [Full Text of this Article]


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