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Performance management: Does it work?
George A. Boyne
*
*
Corresponding author for this work
Cardiff University
Research output
:
Chapter in Book/Report/Conference proceeding
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Chapter
42
Citations (Scopus)
Overview
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Social Sciences
Public Sector
100%
China
50%
Public Interest
50%
Organisation for Economic Co-Operation and Development
50%
Western Europe
50%
Government Agency
50%
New Zealand
50%
Public Management
50%
Health Care Delivery
50%
Public Choice Theory
50%
United States of America
50%
Private Sector
50%
UK
50%
World Bank
50%
Public Utilities
50%
Cost-Effectiveness Analysis
50%
Central Government
50%
Keyphrases
Performance Management
100%
Local Government
50%
Public Organizations
50%
Politicians
50%
China
25%
World Bank
25%
Bureaucrats
25%
New Public Management
25%
Public Management Performance
25%
Public Sector
25%
Normans
25%
Performance Indicators
25%
Public Choice Theory
25%
Former Soviet States
25%
Western Europe
25%
Public Service Performance
25%
Public Sector Reform
25%
Service Cost
25%
Cost-effectiveness
25%
Alternative Providers
25%
Senior Policy
25%
New Zealand
25%
Service Delivery
25%
Deluge
25%
Public Agencies
25%
Policy Response
25%
National Government
25%
Government Agencies
25%
Public Interest
25%
Bureaucracy
25%
Arts and Humanities
Performance Management
100%
Local
50%
China
25%
New public management
25%
New Zealand
25%
Western Europe
25%
Public Service
25%
Public Interest
25%
Cost-effectiveness
25%
Opaque
25%
era
25%
Doctrine
25%
Theory Choice
25%
Policy Maker
25%
Deluge
25%
OECD
25%
United States of America
25%
Performance Indicator
25%
Earth
25%
Public sector reform
25%
Economics, Econometrics and Finance
Local Government
100%
Public Sector
100%
Organisation for Economic Co-Operation and Development
50%
Public Service
50%
National Government
50%
Service Delivery
50%
Government Agency
50%
Public Choice Theory
50%
Private Sector
50%