Journal of Public Administration Research and Theory Advance Access originally published online on February 18, 2005
Journal of Public Administration Research and Theory 2005 15(4):633-639; doi:10.1093/jopart/mui037
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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.
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Where Next? Research Directions on Performance in Public Organizations
Cardiff University
Texas A&M University and Cardiff University
University of Georgia
University of Hong Kong and Cardiff University
Address correspondence to George A. Boyne at boyne@cardiff.ac.uk.
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The dependent variable in all the articles presented in this symposium issue of JPART was organizational performance in public agencies. Management variables included organizational strategy, resources, leadership, goals, workforce diversity, and representation. The empirical articles also controlled for external effects on performance. Although the collection of articles presented here is a major step forward for research on public organizations, the evidence that management matters needs additional exploration, and the methods used by scholars need to be improved.
Public organizations are required to address a range of goals, some of which may be in conflict. This obligation in turn requires organizations that deliver public services to focus their attention on multiple dimensions of performance. Boyne (2002) has identified sixteen dimensions of performance in public organizations grouped into five themes—outputs, efficiency, effectiveness, responsiveness, and democratic outcomes. Four of these themes are captured in the empirical articles presented here. Output quality is considered
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PUBLIC MANAGEMENT MATTERS FOR PERFORMANCE, BUT WHEN, WHERE, AND HOW? |
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PUBLIC MANAGEMENT AND ORGANIZATIONAL PERFORMANCE: METHODOLOGICAL ISSUES |
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