235
Views
2
CrossRef citations to date
0
Altmetric
Articles

A Preliminary Examination of Citizen Orientation and Multiple Dimensions of Organizational Performance

References

  • Ansell, C., & Gash, A. (2008). Collaborative governance in theory and practice. Journal of Public Administration Research and Theory, 18(4), 543–571. doi:10.1093/jopart/mum032
  • Argyris, C., & Schön, D. A. (1978). Organizational learning: A theory of action perspective (Vol. 1). Boston, MA: Addison-Wesley.
  • Balabanis, G., Stables, R. E., & Phillips, H. C. (1997). Market orientation in the top 200 British charity organizations and its impact on their performance. European Journal of Marketing, 31(8), 583–603. doi:10.1108/03090569710176592
  • Balfour, D. L., & Wechsler, B. (1996). Organizational Commitmentx: Antecedents and outcomes in public organizations. Public Productivity & Management Review, 19, 256–277. doi:10.2307/3380574
  • Becker, G. S. (1962). Investment in human capital: A theoretical analysis. The Journal of Political Economy, 70(S5), 9–49. doi:10.1086/jpe.1962.70.issue-S5
  • Bovaird, T. (2007). Beyond engagement and participation: User and community coproduction of public services. Public Administration Review, 67(5), 846–860. doi:10.1111/puar.2007.67.issue-5
  • Brown, T. A. (2006). Confirmatory factor analysis for applied research. New York, NY: The Guilford Press.
  • Brudney, J. L., & England, R. E. (1983). Toward a definition of the coproduction concept. Public Administration Review, 43, 59–65. doi:10.2307/975300
  • Caruana, A., Ramaseshan, B., & Ewing, M. T. (1997). Market orientation and organizational commitment in the Australian public sector. International Journal of Public Sector Management, 10(4), 294–303. doi:10.1108/09513559710180556
  • Caruana, A., Ramaseshan, B., & Ewing, M. T. (1998). Do universities that are more market orientated perform better? International Journal of Public Sector Management, 11(1), 55–70. doi:10.1108/09513559810199898
  • Choo, C. W. (2001). Environmental scanning as information seeking and organizational learning. Information Research, 7(1), 7–1.
  • Cooper, T. L., Bryer, T. A., & Meek, J. W. (2006). Citizen-centered collaborative public management. Public Administration Review, 66, 76–88. doi:10.1111/j.1540-6210.2006.00668.x
  • Daft, R. L., & Weick, K. E. (1984). Toward a model of organizations as interpretation systems. Academy of Management Review, 9(2), 284–295.
  • Denhardt, R. B., & Denhardt, J. V. (2000). The new public service: Serving rather than steering. Public Administration Review, 60(6), 549–559.
  • Douglass, A., & Gittell, J. H. (2012). Transforming professionalism: Relational bureaucracy and parent–teacher partnerships in child care settings. Journal of Early Childhood Research, 10(3), 267–281. doi:10.1177/1476718X12442067
  • Emerson, K., Nabatchi, T., & Balogh, S. (2012). An integrative framework for collaborative governance. Journal of Public Administration Research & Theory, 22(1), 1–29. doi:10.1093/jopart/mur011
  • Favero, N., & Meier, K. J. (2013). Evaluating urban public schools: Parents, teachers, and state assessments. Public Administration Review, 73, 401–412. doi:10.1111/puar.2013.73.issue-3
  • Ferris, J. M. (1984). Coprovision: Citizen time and money donations in public service provision. Public Administration Review, 44, 324–333. doi:10.2307/976078
  • Fiol, C. M., & Lyles, M. A. (1985). Organizational learning. Academy of Management Review, 10(4), 803–813.
  • Gainer, B., & Padanyi, P. (2005). The relationship between market-oriented activities and market-oriented culture: Implications for the development of market orientation in nonprofit service organizations. Journal of Business Research, 58(6), 854–862. doi:10.1016/j.jbusres.2003.10.005
  • Gilmour, J. B., & Lewis, D. E. (2006). Assessing performance budgeting at OMB: The influence of politics, performance, and program size. Journal of Public Administration Research and Theory, 16(2), 169–186. doi:10.1093/jopart/muj002
  • Gittell, J. H., & Douglass, A. (2012). Relational bureaucracy: Structuring reciprocal relationships into roles. Academy of Management Review, 37(4), 709–733. doi:10.5465/amr.2010.0438
  • Grant, A. M. (2007). Relational job design and the motivation to make a prosocial difference. Academy of Management Review, 32(2), 393–417. doi:10.5465/AMR.2007.24351328
  • Hanushek, E. A. (1979). Conceptual and empirical issues in the estimation of educational production functions. The Journal of Human Resources, 14, 351–388. doi:10.2307/145575
  • Heinrich, C. J. (1999). Do government bureaucrats make effective use of performance management information? Journal of Public Administration Research and Theory, 9 (3), 363–394. doi:10.1093/oxfordjournals.jpart.a024415
  • Heinrich, C. J., & Lynn, L. E. (2000). Governance and performance: New perspectives. Washington, DC: Georgetown Univ Press.
  • Hrebiniak, L. G., & Joyce, W. F. (1985). Organizational adaptation: Strategic choice and environmental determinism. Administrative Science Quarterly, 30, 336–349. doi:10.2307/2392666
  • Huber, G. P. (1991). Organizational learning: The contributing processes and the literatures. Organization Science, 2 (1), 88–115. doi:10.1287/orsc.2.1.88
  • Jaworski, B. J., & Kohli, A. K. (1993). Market orientation: Antecedents and consequences. The Journal of Marketing, 57, 53–70. doi:10.2307/1251854
  • Kohli, A. K., & Jaworski, B. J. (1990). Market orientation: The construct, research propositions, and managerial implications. The Journal of Marketing, 54, 1–18. doi:10.2307/1251866
  • Kohli, A. K., Jaworski, B. J., & Kumar, A. (1993). MARKOR: A measure of market orientation. Journal of Marketing Research, 30, 467–477. doi:10.2307/3172691
  • LeRoux, K., & Wright, N. S. (2010). Does performance measurement improve strategic decision making? Findings from a national survey of nonprofit social service agencies. Nonprofit and Voluntary Sector Quarterly, 39(4), 571–587. doi:10.1177/0899764009359942
  • Levitt, B., & March, J. G. (1988). Organizational learning. Annual Review of Sociology, 14, 319–338. doi:10.1146/annurev.so.14.080188.001535
  • March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2 (1), 71–87. doi:10.1287/orsc.2.1.71
  • March, J. G., & Simon, H. A. (1958). Organizations. Hoboken, NJ: John Wiley & Sons Inc.
  • McGuire, M. (2006). Collaborative public management: Assessing what we know and how we know it. Public Administration Review, 66, 33–43. doi:10.1111/puar.2006.66.issue-s1
  • Max, W. (1947). The theory of social and economic organization. (A. M. Henderson, Trans.). London, UK: The Free Press of Glencoe Collier-Macmillan Limited.
  • Meier, K. J., & O’Toole, L. J., Jr. (2001). Managerial strategies and behavior in networks: A model with evidence from US public education. Journal of Public Administration Research and Theory, 11(3), 271–294. doi:10.1093/oxfordjournals.jpart.a003503
  • Meier, K. J., & O’Toole, L. J. (2003). Public management and educational performance: The impact of managerial networking. Public Administration Review, 63(6), 689–699. doi:10.1111/puar.2003.63.issue-6
  • Meier, K. J., O'Toole, L. J., Boyne, G. A., & Walker, R. M. (2007). Strategic management and the performance of public organizations: Testing venerable ideas against recent theories. Journal of Public Administration Research and Theory, 17(3), 357–377. doi:10.1093/jopart/mul017
  • Miles, R. E., Snow, C. C., Meyer, A. D., & Coleman, H. J. (1978). Organizational strategy, structure, and process. Academy of Management Review, 3(3), 546–562.
  • Mosher, F. C. (1975). American public administration: Past, present, future. Tuscaloosa, AL: University Alabama Press.
  • Moynihan, D. P. (2008). The dynamics of performance management: Constructing information and reform. Washington, DC: Georgetown University Press.
  • Moynihan, D. P., & Pandey, S. K. (2010). The big question for performance management: Why do managers use performance information? Journal of Public Administration Research and Theory, 20(4), 849–866. doi:10.1093/jopart/muq004
  • Moynihan, D. P., & Pandey, S. K. Leadership and reform: Mapping the causal pathways of performance information use. La Follette School Working Paper No. 2009-018.
  • Narver, J. C., & Slater, S. F. (1990). The effect of a market orientation on business profitability. The Journal of Marketing, 54, 20–35. doi:10.2307/1251757
  • Pestoff, V. (2006). Citizens and co-production of welfare services: Childcare in eight European countries. Public Management Review, 8 (4), 503–519. doi:10.1080/14719030601022882
  • Sharp, E. B. (1980). Toward a new understanding of urban services and citizen participation: The coproduction concept. The American Review of Public Administration, 14(2), 105–118. doi:10.1177/027507408001400203
  • Shoham, A., Ruvio, A., Vigoda-Gadot, E., & Schwabsky, N. (2006). Market orientations in the nonprofit and voluntary sector: A meta-analysis of their relationships with organizational performance. Nonprofit and Voluntary Sector Quarterly, 35 (3), 453–476. doi:10.1177/0899764006287671
  • Simon, H. A., & Barnard, C. I. (1976). Administrative behavior (Vol. 3). New York, NY: Cambridge University Press.
  • Sun, R., & Van Ryzin, G. G. (2012). Are performance management practices associated with better public outcomes? Empirical evidence from New York public schools. The American Review of Public Administration. doi:10.1177/0275074012468058
  • Vigoda, E. (2002). From responsiveness to collaboration: Governance, citizens, and the next generation of public administration. Public Administration Review, 62(5), 527–540. doi:10.1111/1540-6210.00235
  • Waldo, D. (1984). The administrative state. New York, NY: Holmes & Meier Publishers.
  • Walker, R. M., Andrews, R., Boyne, G. A., Meier, K. J., & O’Toole, L. J. (2010). Wakeup Call: Strategic management, network alarms, and performance. Public Administration Review, 70(5), 731–741. doi:10.1111/puar.2010.70.issue-5
  • Weick, K. E. (1976). Educational organizations as loosely coupled systems. Administrative Science Quarterly, 21(1), 1–19. doi:10.2307/2391875
  • Weick, K. E. (1995). Sensemaking in organizations (Foundations for Organizational Science, Vol. 3). Sage Publications, Incorporated.
  • Whitaker, G. P. (1980). Coproduction: Citizen participation in service delivery. Public Administration Review, 40, 240–246. doi:10.2307/975377
  • Wilson, W. (1887). The study of administration. Political Science Quarterly, 2(2), 197–222. doi:10.2307/2139277
  • Wood, V. R., Bhuian, S., & Kiecker, P. (2000). Market orientation and organizational performance in not-for-profit hospitals. Journal of Business Research, 48(3), 213–226. doi:10.1016/S0148-2963(98)00086-1
  • Yang, K., & Callahan, K. (2007). Citizen involvement efforts and bureaucratic responsiveness: Participatory values, stakeholder pressures, and administrative practicality. Public Administration Review, 67 (2), 249–264. doi:10.1111/j.1540-6210.2007.00711.x
  • Yang, K., & Pandey, S. K. (2007). Public responsiveness of government organizations: Testing a preliminary model. Public Performance & Management Review, 31(2), 215–240. doi:10.2753/PMR1530-9576310204
  • Yang, K., & Pandey, S. K. (2011). Further dissecting the black box of citizen participation: When does citizen involvement lead to good outcomes? Public Administration Review, 71(6), 880–892. doi:10.1111/puar.2011.71.issue-6

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.