Connecting Knowledge and Performance in Public Services (eBook, PDF)

From Knowing to Doing
Redaktion: Walshe, Kieran

• Format: PDF

Produktbeschreibung

The performance of public services is now more closely scrutinised than ever before. Every teacher, doctor, social worker or probation officer knows that behind them stands a restless army of overseers, equipped with a panoply of league tables, star ratings, user opinion surveys, performance indicators and the like with which to judge them. This increased scrutiny and performance measurement has undoubtedly produced improved public services. Yet we still have a limited understanding about how this information can be best used to bring about improvements in performance. What goes on inside the 'black box' of public organisations to move from information to action, or from 'knowing' to 'doing'? This book tackles this important question by reviewing a wide range of performance mechanisms. It explores how information about performance can be translated into improvements in services and, conversely, why this does not always happen in practice.

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Produktdetails

• Verlag: Cambridge University Press
• Erscheinungstermin: 30. September 2010
• Englisch
• ISBN-13: 9780511855146
• Artikelnr.: 38195737

Inhaltsangabe

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.