Public Productivity and Management Review 1999 - Abstracts

Public Productivity and Management Review 1999
TitleSubjectAuthors
Comparative performance measurement: a primer on data envelopment analysis.(Emerging Issues in Public Performance)Political scienceNyhan, Ronald C., Martin, Lawrence L.
Competitive tendering and contracting out: rhetoric or reality?Political scienceHodge, Graeme A.
Contemporary public sector productivity values: narrower scope, tougher standards, and new rules of the game.(Emerging Issues in Public Performance)Political scienceVan Wart, Montgomery, Berman, Evan
Estimating local financial support for public libraries: a tool to facilitate benchmarking of best practices among counties in the United States.Political scienceLoessner, G. Arno
Managing emerging information systems in the public sector.Political scienceBajjaly, Stephen T.
Managing For Results in Arizona: A Fifth-Year Report Card.Political scienceFranklin, Aimee
More than an analytical tool: examining the ideological role of efficiency.Political scienceWhite, Richard D., Jr.
New Public Management- Design, Resistance, or Transformation?: A Study of How Modern Reforms Are Received in a Civil Service System.Political scienceChristensen, Tom, Laegreid, Per
Performance-based management: responding to the challenges.(Emerging Issues in Public Performance)Political scienceWholey, Joseph S.
Politics and the workplace: an empirical examination of the relationship between political behavior and work outcomes.(Emerging Issues in Public Performance)Political scienceCohen, Aaron, Vigoda, Eran
Privatization, contracting, and the states: lessons from state government experience.Political scienceAuger, Deborah A.
Public agency accountability in human services contracting.Political scienceDicke, Lisa A., Ott, J. Steven
Public officials' attitudes toward subjective performance measures.Political scienceGianakis, Gerasimos A., Wang, Xiaohu
Service delivery satisfaction and willingness to pay taxes: citizen recognition of local government performance.Political scienceHildreth, W. Bartley, Glaser, Mark A.
Strategic management in the public sector: concepts, models, and processes.(Emerging Issues in Public Performance)Political sciencePoister, Theodore H., Streib, Gregory D.
Strategies for avoiding the pitfalls of performance contracting.Political scienceBehn, Robert D., Kant, Peter A.
Successful collaborative management and collective bargaining in the public sector: an empirical analysis.Political scienceRubin, Barry M., Rubin, Richard S., Rolle, R. Anthony
The scope of public administration continuing education in universities.Political scienceVan Wart, Montgomery, Holzer, Marc, Kovacova, Andrea
The Use of Innovative Practices in the Public and Private Sectors: the Role of Organizational and Individual Factors.Political scienceWise, Lois Recascino
The value of the relationship model of contracting in social services reprocurements and transitions: lessons from Massachusetts.Political scienceBeinecke, Richard H., DeFillippi, Robert
Using Comparisions of Public and Private Organizations to Assess Innovative Attitudes Among Members of Organizations.Political scienceRainey, Hal G.
Using DEA Measures of Efficiency and Effectiveness in Contractor Performance Fund Allocation.Political scienceByrnes, Patricia, Freeman, Mark
What do you do when your city is looking at a million-dollar deficit in the current fiscal year?Political scienceBalanoff, Howard R., Pinto, Charles W.
What's wrong and what should be done? Comments on the case study.(response to Howard R. Balanoff and Charles W. Pinto in this issue, p. 83)Political scienceGolembiewski, Robert T., Van Wart, Montgomery, Blake, Richard, Vogelsang-Coombs, Vera, Hobby, William P., Bednarek, Andrew J.
Where are we on local government service contracting?(Emerging Issues in Public Performance)Political scienceSiegel, Gilbert B.
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