Research in the broad field of public administration has paid insufficient attention to public service performance. Moreover, the impact of public management variables on performance has not been extensively theorised or tested. A framework for assessing the impact of public management strategies or organizational performance is presented, and the fragments of empirical evidence on this topic are identified and synthesised. The existing evidence suggests that management does matter, and that further research in this area would have theoretical and practical benefits.
Bibliographical noteFunding Information:
This work was supported by ESRC grant 331-25-0004. A version of this article was presented as a paper at the ESRC Workshop, ‘Mapping the Future’, University of Oxford, April 2004.