Estimating the Performance of Local Authorities as a Measure to Overpass the Financial Crisis: The Greek Case Study

References

• Behn, D. R. (2003). Why measure performance? Different purposes require different measures. Public Administration Review, 63 (5). doi:10.1111/1540-6210.00322
   Web of Science ®Google Scholar
• Berkley, E. G. & Rouse, E. J. (1997). The craft of public administration. Columbus, OH: McGraw-Hill Education.
   Google Scholar
• Brown, R. E., & Pyers, J. B. (1998). Service efforts and accomplishments reporting: Has its time really come? Public Budgeting & Finance, 18 (4), 101–113. doi:10.1046/j.0275-1100.1998.01151.x
   Google Scholar
• Byatt, Ian, (2001). “Delivering better services for citizens. A review of local authority procurement in England” Sponsored by DTLR (Department of Transport, Local Government and the Regions). http://archive.forumpa.it/archivio/0/300/390/398/ByattReport2001.pdf
   Google Scholar
• Chan, P. C. A. and Chan, P. L. A. (2004). Key performance indicators for measuring construction success. Benchmarking: An International Journal, 11(2), 203–221.
   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
• Dull, M. (2006). Why PART? The institutional politics of presidential budget reform. Journal of Public Administration Research and Theory, 16 (2), 187–215. doi:10.1093/jopart/muj004
   Web of Science ®Google Scholar
• Forsythe, D. W. (2001). Quicker, better, cheaper: Managing performance in American government. Albany, NY: Rockefeller Institute Press.
   Google Scholar
• Franco-Santos, M., Kennerley, M., Micheli, P., Martinez, V., Mason, S., Marr, B., … Neely, A. (2007). Towards a definition of a business performance measurement system. International Journal of Operations & Production Management, 27, 784–801. doi:10.1108/01443570710763778
   Web of Science ®Google Scholar
• Groeneveld, S., & Van de Walle, S. (2010). A contingency approach to representative bureaucracy: Power, equal opportunities and diversity. International Review of Administrative Sciences, 76(2): 239–258.
   Web of Science ®Google Scholar
• Hanlon, J. (2001, May 25). SOLACE prompts best value inspection rethink. Local Government Chronicle. Emap Publications.
   Google Scholar
• Hatry, H. (2002). Performance measurement: Fashions and fallacies. Public Performance and Management Review, 25(4), 352–358.
   Google Scholar
• Hyndman, N. S., & Anderson, R. (1998). Performance information, accountability, and executive agencies. Public Money & Management, 18 (3), 23–30. doi:10.1111/1467-9302.00123
   Web of Science ®Google Scholar
• Jackson, P. M., & Palmer, A. J. (1988). The economics of internal organizations: the efficiency of parastatals in LDSc. In P. Cook, & C. Kirkpatrick (Eds.), Privatization in less developed countries. Sussex, UK: Great Bretagne.
   Google Scholar
• Kaplan, R. S. and Norton, D. P. (1996). Translating strategy into action: The balanced scorecard. Boston, MA: Harvard Business School Press.
   Google Scholar
• Kuhlmann, S. (2010). Performance measurement in European local governments: A comparative analysis of reform experiences in Great Britain, France, Sweden and Germany. International Review of Administrative Sciences, 76 (2), 331–345. doi:10.1177/0020852310372050
   Web of Science ®Google Scholar
• Lawler, E. E., & Rhode, J. G. (1976). Information and control in organizations. Pacific Palisades, CA: Goodyear Pub. Co.
   Google Scholar
• Manaf, A .H. & Marzuk, A. N. (2009, November). The success of malaysian local authorities: The roles of personality and sharing tacit knowledge. In International Conference on Administrative Development, Institute of Public Administration, Riyadh, Kingdom of Saudi Arabia.
   Google Scholar
• Martin, S. J. (2002). The modernization of UK local government: Markets, managers, monitors and mixed fortunes. Public Management Review, 4 (3), 291–307. doi:10.1080/14616670210151595
   Google Scholar
• Micheli, P. and Neely, A. (2010) Performance measurement in the English public sector: Searching for the golden thread. Public Administration Review, 70(4), 591–60.
   Web of Science ®Google Scholar
• Osborne, D., & Gaebler, T. (1992). Reinventing government: How the entrepreneurial spirit is transforming the public sector. Reading, MA: Addison-Wesley.
   Google Scholar
• Osborne, D., & Plastrik, P. (2000). The Reinventor’s fieldbook: Tools for transforming your government. San Francisco, CA: Jossey-Bass.
   Google Scholar
• Palmer, A. J. (1993). Performance measurement in local government. Public Money & Management, 13, 31–36. doi:10.1080/09540969309387786
   Web of Science ®Google Scholar
• Pollitt, C., & Bouckaert, G. (2004). Public management reform: A comparative analysis. Oxford, England: Oxford University Press.
   Google Scholar
• Radin, B. A. (2006). Challenging the performance movement, accountability, complexity, and democratic values. Washington, DC: Georgetown University Press.
   Google Scholar
• Ritz, A. (2009). Public service motivation and organizational performance in Swiss federal government. International Review of Administrative Sciences, 75 (1), 53–78. doi:10.1177/0020852308099506
   Web of Science ®Google Scholar
• Tichelar, M. (1998). Evaluating performance indicators: Current trends in local government. Local Government Studies, 24 (3), 29–35. doi:10.1080/03003939808433917
   Web of Science ®Google Scholar
• Tuck, N., & Zaleski, G. (1996). Criteria for developing performance measurement systems in the public sector. International Journal of Public Administration, 19 (11), 1945–1978. doi:10.1080/01900699608525174
   Google Scholar
• Wall, A., & Martin, S. J. (2005). The measurement and management of intellectual capital in the public sector. Public Management Review, 7 (2), 289–303. doi:10.1080/14719030500091723
   Web of Science ®Google Scholar
• Wholey, J., & Hatry, H. (1992). The case for performance monitoring. Public Administration Review, 52 (6), 604–610. doi:10.2307/977173
   Web of Science ®Google Scholar
• Wholey, J. S. (1999). Performance-based management: Responding to the challenges. Public Productivity & Management Review, 22 (3), 288–307. doi:10.2307/3380705
   Google Scholar
• Wilson, J. (1995). Managing public services, dealing with dogma. London: Tudor.
   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
• Yang, K., & Hsieh, J. Y. 2007. Managerial effectiveness of government performance measurement: Testing a middle-range model. Public Administration Review, 67(5): 861–879.
   Web of Science ®Google Scholar