Performance Management and Deficit Adjustment in U.S. Cities: An Exploratory Study

References

• Alesina, A., Baqir, R., & Easterly, W. (1999). Public goods and ethnic divisions. The Quarterly Journal of Economics, 114(4), 1243–1284. doi:10.1162/003355399556269
   Web of Science ®Google Scholar
• Ammons, D. N., & Rivenbark, W. C. (2008). Factors influencing the use of performance data to improve municipal services: Evidence from the North Carolina benchmarking project. Public Administration Review, 68(2), 304–318. doi:10.1111/puar.2008.68.issue-2
   Web of Science ®Google Scholar
• Behn, R. D. (1980). Leadership for cutback management: The use of corporate strategy. Public Administration Review, 40(6), 613–620. doi:10.2307/3110316
   Web of Science ®Google Scholar
• Behn, R. D. (2003). Why measure performance? Different purposes require different measures. Public Administration Review, 63(5), 586–606. doi:10.1111/puar.2003.63.issue-5
   Web of Science ®Google Scholar
• Berman, E. M., West, J. P., & Wang, X. H. (1999). Using performance measurement in human resource management: A survey of U.S. counties. Review of Public Personnel Administration, 19(2), 5–17.
   Google Scholar
• Blanchard, L. A. (2008). PART and performance budgeting effectiveness. In F. S. Redburn, R. J. Shea, & T. F. Buss (Eds.), Performance management and budgeting: How governments can learn from experience (pp. 69–91). Armonk, NY: M.E. Sharpe.
   Google Scholar
• Boyne, G. A. (2001). Planning, performance, and public services. Public Administration, 79(1), 73–88. doi:10.1111/padm.2001.79.issue-1
   Web of Science ®Google Scholar
• Boyne, G. A., & Chen, A. A. (2007). Performance targets and public service improvement. Journal of Public Administration Research and Theory, 17(3), 455–477. doi:10.1093/jopart/mul007
   Web of Science ®Google Scholar
• Boyne, G. A., & Gould-Williams, J. (2003). Planning and performance in public organizations An empirical analysis. Public Management Review, 5(1), 115–132. doi:10.1080/146166702200002889
   Google Scholar
• Buchanan, J. (1989). The public choice perspective: Essays on the political economy. Honolulu, HI: University of Hawaii Press.
   Google Scholar
• Clark, T. N., & Ferguson, L. C. (1983). City money: Political processes, fiscal strain and retrenchment. New York, NY: Columbia University Press.
   Google Scholar
• De Lancer Julnes, P., & Holzer, M. (2001). Promoting the utilization of performance measures in public organizations: An empirical study of factors affecting adoption and implementation. Public Administration Review, 61(6), 693–708. doi:10.1111/puar.2001.61.issue-6
   Web of Science ®Google Scholar
• Dean, J., & Sharfman, M. (1996). Does decision process matter? A study of strategic decision-making effectiveness. Academy of Management Journal, 39(2), 368–392. doi:10.2307/256784
   Web of Science ®Google Scholar
• Downs, A. (1959). An economic theory of democracy. New York, NY: Harper and Row.
   Google Scholar
• Eisenhardt, K. M. (1989). Agency theory: An assessment and review. Academy of Management Review, 14(1), 57–74.
   Web of Science ®Google Scholar
• 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
   Web of Science ®Google Scholar
• Glaser, M. A., Hildreth, W. B. (1996). A profile of discontinuity between citizen demand and willingness to pay taxes: Comprehensive planning for park and recreation investment. Public Budgeting and Finance, 16, 96–113.
   Google Scholar
• Heinrich, C. J. (2012). How credible is the evidence, and does it matter? An analysis of the program assessment rating tool. Public Administration Review, 72(1), 123–134. doi:10.1111/puar.2012.72.issue-1
   Web of Science ®Google Scholar
• Hendrick, R. (2006). Role of slack in managing local government fiscal conditions. Public Budgeting and Finance, 26(1), 14–46. doi:10.1111/j.1540-5850.2006.00837.x
   Google Scholar
• Hendrick, R. (2011). Managing the fiscal metropolis. Washington, DC: Georgetown Press.
   Google Scholar
• Ho, A. T. (2011). PBB in American local governments: It’s more than a management tool. Public Administration Review, 71(3), 391–401. doi:10.1111/j.1540-6210.2011.02359.x
   Web of Science ®Google Scholar
• Hoene, C., & Pagano, M. A. (2010). City fiscal conditions 2009 (pp. 1–11). Research brief on America’s cities. Washington, DC: National League of Cities.
   Google Scholar
• Hood, C., & Dixon, R. (2010). The political payoff from performance target systems: No-brainer or no-gainer? Journal of Public Administration Research and Theory, 20(suppl. 2), i281–i298. doi:10.1093/jopart/muq022
   Web of Science ®Google Scholar
• Hou, Y., Lunsford, R., Sides, K., & Jones, K. (2011). State performance-based budgeting in boom and bust years: An analytical framework and survey of the states. Public Administration Review, 71(3), 370–388. doi:10.1111/j.1540-6210.2011.02357.x
   Web of Science ®Google Scholar
• Huselid, M. A., Jackson, S., & Schuler, R. (1997). Technical and strategic human resource management effectiveness as determinants of firm performance. Academy of Management Journal, 40(1), 171–188. doi:10.2307/257025
   Web of Science ®Google Scholar
• James, O. (2010). Performance measures and democracy: Information effects on citizens in field and laboratory experiments. Journal of Public Administration Research and Theory, 21(3), 399–418.
   Web of Science ®Google Scholar
• Jimenez, B. S. (2012). Strategic planning and the fiscal performance of city governments during the Great Recession. American Review of Public Administration. Published online before print on July 5 as. doi:10.1177/0275074012451051
   Web of Science ®Google Scholar
• Jimenez, B. S. (2013). Raise taxes, cut services, or lay off staff: Citizens in the fiscal retrenchment process. Journal of Public Administration Research and Theory. Published online before print on April 1 as. doi:10.1093/jopart/mut018
   PubMed Web of Science ®Google Scholar
• Jimenez, B. S., & Pagano, M. A. (2012). What factors affect management quality? State infrastructure management and the government performance project. Public Works Management & Policy, 17(2), 124–151. doi:10.1177/1087724X11419308
   Google Scholar
• Ladd, H. F. (1998). Land use regulation as a fiscal tool. In H. Ladd (Ed.), Local government tax and land use policies in the United States: Understanding the links. Cambridge, MA: Lincoln Institute of Land Policy.
   Google Scholar
• Levine, C. H. (1978). Organizational decline and cutback management. Public Administration Review, 38, 316–325. doi:10.2307/975813
   Web of Science ®Google Scholar
• Levine, C. H. (1985). Police management in the 1980s: From decrementalism to strategic thinking. Public Administration Review, 45(Special Issue), 691–700. doi:10.2307/3135022
   Web of Science ®Google Scholar
• Levine, C. H., Rubin, I. S., & Wolohojian, G. (1981). The politics of retrenchment: How local governments manage fiscal stress. Beverly Hills, CA: Sage Publications.
   Google Scholar
• Melkers, J., & Willoughby, K. G. (1998). The state of the states: Performance-based budgeting requirements in 47 out of 50. Public Administration Review, 58(1), 66–73. doi:10.2307/976891
   Web of Science ®Google Scholar
• Melkers, J., & Willoughby, K. G. (2005). Models of performance-measurement use in local governments. Public Administration Review, 65(2), 180–190. doi:10.1111/j.1540-6210.2005.00443.x
   Web of Science ®Google Scholar
• Mikesell, J. L. (2011). Fiscal administration: Analysis and application for the public sector. Boston, MA: Wadsworth.
   Google Scholar
• Miller, G., & Svara, J. (Eds.). (2009). Navigating the fiscal crisis: Tested strategies for local leaders (A White Paper Prepared for the International City/County Management Association). Phoenix, AZ: Alliance for Innovation.
   Google Scholar
• Miller, G. J., & Moe, T. M. (1983). Bureaucrats, legislators and the size of government. The American Political Science Review, 77 (2), 297–322. doi:10.2307/1958917
   Web of Science ®Google Scholar
• Moe, T. (1984). The new economics of organizations. American Journal of Political Science, 28(4), 739–777. doi:10.2307/2110997
   Web of Science ®Google Scholar
• Morgan, D. R., & Pammer, W. J.Jr.,(1988). Coping with fiscal stress: Predicting the use of financial management practices among US cities. Urban Affairs Review, 24(1), 69–86. doi:10.1177/004208168802400105
   Web of Science ®Google Scholar
• Moynihan, D. P. (2008). The dynamics of performance management: Constructing information and reform. Washington, DC: Georgetown University Press.
   Google Scholar
• Niskanen, W. A. (1971). Bureaucracy and representative government. Chicago, IL: Aldine-Atherton.
   Google Scholar
• Perry, J. L., & Mesch, D. J. (1997). Strategic human resource management. In C. Ban, & N. M. Riccucci (Eds.), Public personnel management: Current concerns, future challenges (pp. 21–34). White Plains, NY: Longman.
   Google Scholar
• Poister, T. H., & Streib, G. (1999). Performance measurement in municipal government: Assessing the state of the practice. Public Administration Review, 59(4), 325–335. doi:10.2307/3110115
   Web of Science ®Google Scholar
• Poister, T. H., & Streib, G. (2005). Elements of strategic planning and management in municipal government: Status after two decades. Public Administration Review, 65(1), 45–56. doi:10.1111/puar.2005.65.issue-1
   Web of Science ®Google Scholar
• Rivenbark, W., Ammons, D., & Roenigk, D. (2005). Benchmarking for results. Chapel Hill, NC: University of North Carolina School of Government.
   Google Scholar
• Simonsen, B., & Robbins, M. D. (1999). The benefit equity principle and willingness to pay for city services. Public Budgeting and Finance, 19(2), 90–110. doi:10.1046/j.0275-1100.1999.01165.x
   Google Scholar
• Walker, R. M., Damanpour, F., & Devece, C. A. (2011). Management innovation and organizational performance: The mediating effect of performance management. Journal of Public Administration Research and Theory Advance, 21 (2), 367–386. doi:10.1093/jopart/muq043
   Web of Science ®Google Scholar
• Willoughby, K. (2004). Performance measurement and budget balancing: State government perspective. Public Budgeting and Finance, 24(2), 21–39. doi:10.1111/j.0275-1100.2004.02402002.x
   Google Scholar
• Wolman, H., & Davis, B. (1980). Local government strategies to cope with fiscal pressure. In C. Levine, & I. Rubin (Eds.), Fiscal stress and public policy (pp. 231–248). London, UK: Sage.
   Google Scholar
• Yang, K., & Holzer, M. (2006). The performance-trust link: Implications for performance measurement. Public Administration Review, 66(1), 114–126. doi:10.1111/puar.2006.66.issue-1
   Web of Science ®Google Scholar