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Public Money & Management Volume 37, 2017 - Issue 2
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Theme: Redrawing the boundaries of the third sector and civil society in troubled times

Debate: Complexity and the performance of social interventions

Toby LoweView further author information
Pages 79-80 | Published online: 12 Jan 2017

References

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  • Children England (2014), Declaration of Interdependence (www.childrenengland.org.uk).
  • Conaty, F. (2012), Performance management challenges in hybrid NPO/public sector settings: an Irish case. International Journal of Productivity and Performance Management, 61, 3 pp. 290–309. doi: 10.1108/17410401211205650
  • FSG (2015), See www.fsg.org/approach-areas/collective-impact
  • Gibbon, J. (2013), Accountability insights: a multitude of dimensions contexts and meanings (seminar paper: Newcastle University Business School).
  • Halligan, J., Sarrico, C. and Rhodes, M. L. (2012), On the road to performance governance in the public domain? International Journal of Productivity and Performance Management, 61, 3, pp. 224–234. doi: 10.1108/17410401211205623
  • Lowe, T. and Wilson, R. (2015), Playing the game of outcomes-based performance management. Is gamesmanship inevitable? Evidence from theory and practice. Social Policy and Administration. DOI: 10.1111/spol.12205.
  • Lowe, T. and Wilson, R. (2016), The performance management of social interventions in complex systems. Paper presented at the IRSPM conference, Hong Kong.
  • Mowles, C. (2014), Complex, but not quite complex enough: the turn to the complexity sciences in evaluation scholarship. Evaluation, 20, 2, pp. 160–175. doi: 10.1177/1356389014527885
  • O’Donnell, G. (1998), Horizontal accountability in new democracies. Journal of Democracy, 9, 3 pp. 112–126. doi: 10.1353/jod.1998.0051
  • Tomkinson, E. (2016), Outcome-based contracting for human services. Evidence Base, 1.

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