Suchergebnisse

PurposeModern public service systems tackle many complex issues by operating across institutional boundaries. Performance management must operate in this context without clear lines of accountability or central authority. This paper introduces and develops the theoretical mechanism of "performance attraction" to describe how outcomes and associated performance indicators can operate as organising instruments in inter-institutional contexts by attracting, rather than directing, institutional behaviour.Design/methodology/approachWe explore the "performance attractor" role played by outcomes through a multiple case study analysis of three prominent outcomes frameworks operating at the regional, national and international levels: the Scottish Government's National Performance Framework, the Western Australian Alliance to End Homelessness Outcomes Measurement and Evaluation Framework and the United Nations' Sustainable Development Goals.FindingsWe find support for two theorised mechanisms facilitated by the performance attractor concept: (1) that performance attractors enable coordination by creating a shared sense of responsibility for interdependent goals while also permitting autonomous navigation of individual contexts and (2) that performance attractors support performance improvement by motivating collective learning and adaptation informed by institutional interdependencies. Cases relied primarily on voluntary adoption of outcomes frameworks, rather than utilising more coercive forms of accountability. Further studies should explore the institutional response to performance attractors to better understand the potential of this mechanism.Originality/valueThe paper contributes to a growing body of critical literature that has explored alternatives to traditional control-oriented performance management in complex and inter-institutional settings. We describe design principles that policymakers and practitioners can adopt to construct more effective performance frameworks in these conditions.

The complexity sciences are subject to increasing policy interest from governments and international organisations as a means for fostering both social innovation and social entrepreneurship. However, there remains little conceptual clarity in how theories, concepts and ideas can be used consistently and productively. This article reviews the application of the complexity sciences in social innovation and social entrepreneurship scholarship overall and considers its implications for both fields. We outline how social innovation and social entrepreneurship can be conceptualised as complex processes, set within complex environments, tackling complex goals, and present a suitably revised model of the social innovation lifecycle. Based on this review - and the articles contributed to this special issue of Social Enterprise Journal – we argue that a complexity-informed perspective can contribute to scholarship and practice in three ways: as a rhetorical device, as an analytical framework for empirical analysis, and as a basis for developing new tools and methods for social innovation and social entrepreneurship. In this way academics can play a crucial role in helping policymakers and practitioners interested in the complexity sciences walk a line between fatalism and overstatement.

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Building on research in public health, social epidemiology and the social determinants of health, this book presents complexity theory as an alternative basis for an outcome-oriented public management praxis. It takes a critical approach towards New Public Management and provides new conceptual inroads for reappraising public management in theory and practice.

As many social inequalities widen, this is a crucial survey of local authorities' evolving role in health, social care and wellbeing. Health and social and public policy experts review structural changes in provision and procurement, and explore social determinants of health including intergenerational needs and housing. With detailed assessments of regional disparities and case studies of effective strategies and interventions from local authorities, this collaborative study addresses complex issues (Wicked Issues), considers where responsibility for wellbeing lies and points the way to future policy-making. The Centre for Partnering (CfP) is a key outcome of this innovative review along with Bonner's previous work Social Determinants of Health (2017)