Abstract
VFM has been a key aspect of public service management for several decades and its importance has been raised in recent years as a consequence of austerity. Organizational culture is recognized in research literature as a key driver of organizational performance. However, little attention has been paid to the topic of organizational culture in relation to VFM in public services. This article presents the findings of new research in this area.
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Notes on contributors
Malcolm Prowle
Malcolm Prowle is Professor of Performance Management, University of Gloucestershire Business School, UK.
Manj Kalar
Manj Kalar is Head of Public Sector at ACCA and a visiting fellow at University of Gloucestershire Business School. UK. She worked for CIPFA when this research was carried out.
Lynne Barrow
Lynne Barrow is a Lecturer in Accounting, Hull University Business School, UK.