Book review: Mark-Anthony Falzon (ed.), Multi-Sited Ethnography: Theory, Praxis and Locality in Contemporary Research
In: Qualitative research, Band 12, Heft 5, S. 599-601
ISSN: 1741-3109
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In: Qualitative research, Band 12, Heft 5, S. 599-601
ISSN: 1741-3109
In: Public administration review: PAR, Band 75, Heft 6, S. 867-877
ISSN: 1540-6210
AbstractPerformance management systems have become a key component of contemporary public administration. However, there has been only limited analysis of the social construction of performance by public managers who are subject to them. This article examines the ways in which public managers create, maintain, and disrupt performance management practices. The authors find that managers make external performance assessments perform for themselves by constantly negotiating boundaries in ways that combine bureaucratic and managerial rationales. The authors argue that the ways in which organizational boundaries are constructed are fundamental to understanding the success or failure of performance management systems and the transformation of managerial ways of thinking about performance into a logic of improvement through which contemporary public sector reforms become embedded.
In: Public administration review: PAR, Band 75, Heft 6, S. 867-877
ISSN: 0033-3352
In: Review of international political economy, Band 24, Heft 2, S. 332-362
ISSN: 1466-4526