Book contents
- Frontmatter
- Contents
- List of figures
- List of tables
- Notes on contributors
- 1 Introduction
- 2 Extending goal ambiguity research in government: from organizational goal ambiguity to programme goal ambiguity
- 3 Budgets and financial management
- 4 Organizational structure and public service performance
- 5 Red tape: the bane of public organizations?
- 6 Managerial networking, managing the environment, and programme performance: a summary of findings and an agenda
- 7 Public service motivation and performance
- 8 Organizational diversity and public service performance
- 9 Performance management: does it work?
- 10 Strategy: which strategic stances matter?
- 11 Methods
- 12 Conclusion: enriching the field
- Index
Notes on contributors
Published online by Cambridge University Press: 05 July 2014
Book contents
- Frontmatter
- Contents
- List of figures
- List of tables
- Notes on contributors
- 1 Introduction
- 2 Extending goal ambiguity research in government: from organizational goal ambiguity to programme goal ambiguity
- 3 Budgets and financial management
- 4 Organizational structure and public service performance
- 5 Red tape: the bane of public organizations?
- 6 Managerial networking, managing the environment, and programme performance: a summary of findings and an agenda
- 7 Public service motivation and performance
- 8 Organizational diversity and public service performance
- 9 Performance management: does it work?
- 10 Strategy: which strategic stances matter?
- 11 Methods
- 12 Conclusion: enriching the field
- Index
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- Public Management and PerformanceResearch Directions, pp. ix - xiiPublisher: Cambridge University PressPrint publication year: 2010