List of figures; List of tables; List of boxes; Foreword Chris Hood; 1.
Introduction: knowledge and performance - theory and practice Kieran
Walshe, Gill Harvey and Pauline Jas; 2. Knowledge from inspection: external
oversight and information to improve performance Steve Martin; 3. How is
information used to improve public performance? Exploring the dynamics of
performance information Steven Van de Walle and Wouter Van Dooren; 4.
Citizens, users or consumers: the voice of the public and its influence on
improving performance Ian Greener; 5. Competition and contestability: the
place of markets in connecting information and performance improvement
Carol Propper and Deborah Wilson; 6. The role of corporate governance and
boards in organizational performance Chris Cornforth and Naomi Chambers; 7.
Change at the top: connecting political and managerial transition with
performance George Boyne, Oliver James, Peter John and Nicolai Petrovsky;
8. The role of leadership in knowledge creation and transfer for
organizational learning and improvement Jean Hartley and Lyndsay Rashman;
9. Process improvement and lean thinking: using knowledge and information
to improve performance Zoe Radnor; 10. Using evidence: how social research
could be better used to improve public service performance Huw Davies,
Sandra Nutley and Isabel Walter; 11. Absorptive capacity: how organizations
assimilate and apply knowledge to improve performance Gill Harvey, Pauline
Jas, Kieran Walshe and Chris Skelcher; 12. Knowing through doing:
unleashing latent dynamic capabilities in the public sector Ann Casebeer,
Trish Reay, James Dewald and Amy Pablo; 13. Conclusions: a puzzle, three
pieces, many theories and a problem Colin Talbot; Index.

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