Market orientation and public service performance: new public management gone mad?

Walker, Richard M., Brewer, Gene A., Boyne, George Alexander and Avellanda, Claudia N. 2011. Market orientation and public service performance: new public management gone mad? Public Administration Review 71 (5) , pp. 707-717. 10.1111/j.1540-6210.2011.02410.x

Full text not available from this repository.

Abstract

The backbone of theory of the market-based approach New Public Management is that market orientation improves public service performance. In this article, market orientation is operationalized through the dominant theoretical framework in the business literature: competitor orientation, customer orientation, and interfunctional coordination. Market orientation is examined from the vantage point of three stakeholder groups in English local government: citizens, public servants, and the central government’s agent, the Audit Commission. Findings show that market orientation works best for enhancing citizen satisfaction with local services, but its impacts on the performance judgments of local managers or the Audit Commission are negligible. The conclusion discusses important implications of these findings for research, policy, and practice.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management J Political Science > JS Local government Municipal government
Publisher:	Wiley-Blackwell
ISSN:	0033-3352
Last Modified:	08 Jan 2020 04:00
URI:	https://orca.cardiff.ac.uk/id/eprint/39920

Citation Data

Cited 92 times in Scopus. View in Scopus. Powered By Scopus® Data

Actions (repository staff only)

Edit Item