The UK Core Executive's Use of Public Service Agreements as a Tool of Governance

By O. James. 2004

125 citations recorded by the source corpus.

Subfields: Political Science and International Relations, Public Administration, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ae5851b2c115ca908cd01254155d008d78558976

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Political Science and International Relations

1. O. James
2. P. John
3. L. H. Pedersen
4. A. Moseley
5. Jostein Askim
6. A. L. Fimreite
7. A. Olsen

In Public Administration

1. O. James
2. P. John
3. L. H. Pedersen
4. Koen Verhoest
5. A. Moseley
6. Jostein Askim
7. A. L. Fimreite
8. Gregg G. Van Ryzin

In Strategy and Management

1. P. John
2. O. James
3. Koen Verhoest
4. Jostein Askim

Citations in the corpus

• Public Management at the Ballot Box: Performance Information and Electoral Support for Incumbent English Local Governments (2006, background): “…example, there have been major investments in the United Kingdom including systems for the ‘‘executive’’ parts of the civil service reorganized into ‘‘agencies,’’ the National Health Service, and local government (Boyne 1998; Hood et al. 1999; James 2003, 2004; Pollitt, Birchall, and Putnam 1998).”
• MANAGING CITIZENS' EXPECTATIONS OF PUBLIC SERVICE PERFORMANCE: EVIDENCE FROM OBSERVATION AND EXPERIMENTATION IN LOCAL GOVERNMENT (2011, background): “Concern with handling blame is increasingly recognized as a major influence on how public Public Administration Vol. 89, No. 4, 2011 (1419–1435) © 2011 Blackwell Publishing Ltd. service systems are designed and operate (Lyons et al. 1992; Hood 2002; James 2004; Hood 2011).”
• Evaluating the Expectations Disconfirmation and Expectations Anchoring Approaches to Citizen Satisfaction with Local Public Services (2007, background): “Strategies to lower expectations could include explaining to local publics about difficulties in service provision such as problematic socioeconomic conditions or budget and other constrains imposed by outside actors such as central government (Hood 2002; James 2004).”
• ONE-STOP SHOPS FOR SOCIAL WELFARE: THE ADAPTATION OF AN ORGANIZATIONAL FORM IN THREE COUNTRIES (2011, background): “The introduction of joint targets alongside cross-cutting Public Service Agreements represented one response to such problems within the Executive Agency system as a whole (James 2004).”
• Janus-faced reorganization: specialization and coordination in four OECD countries in the period 1980—2005 (2007, background): “Accountability regimes came to focus heavily on individual organizations and their managers, based on narrow organization-specific objectives and performance targets (James, 2004; Bogdanor, 2005).”