312
Views
5
CrossRef citations to date
0
Altmetric
Main papers

Performance information use and severe cutback decisions during a period of fiscal crisis

References

  • Bartle, J. R. (1996), Coping with cutbacks: city response to aid cuts in New York state. State and Local Government Review, 28, 1, pp. 38–48.
  • Behn, R. D. (2003), Why measure performance? Different purposes require different measures. Public Administration Review, 63, 5, pp. 586–606.
  • Berman, E. and Wang, X. (2000), Performance measurement in US counties. Public Administration Review, 60, 5, pp. 409–420.
  • Brown, T. L. and Potoski, M. (2003), Transaction costs and institutional explanations for government service production decisions. Journal of Public Administration Research and Theory, 13, 4, pp. 441–468.
  • Bryson, J. M. and Roering, W. D. (1988), Initiation of strategic planning by governments. Public Administration Review, 48, 6, pp. 995–1004.
  • Cohen, M. D., March, J. G. and Olsen, J. P. (1972), A garbage can model of organizational choice. Administrative Science Quarterly, 17, 1, pp. 1–25.
  • Deller, S. et al. (2013), The restrictiveness of state tax and expenditure limitations and state debt. Public Finance and Management, 13, 1, pp. 1–25.
  • Downs, G. W. and Rocke, D. M. (1984), Theories of budgetary decision-making and revenue decline. Policy Sciences, 16, 4, pp. 329–347.
  • Forrester, J. (2002), The principal–agent model and budget theory. In Khan, A. and Hildreth, W. B. (Eds), Budget Theory in the Public Sector (Quorum Books), pp. 123–138.
  • Greene, W. H. (1993), Econometric Analysis (Prentice Hall).
  • Ho, A. T. K. (2011), PBB in American local governments. Public Administration Review, 71, 3, pp. 391–401.
  • Hou, Y. et al. (2011), State performance-based budgeting in boom and bust years. Public Administration Review, 71, 3, pp. 370–388.
  • ICMA (2009a), ICMA State of the Profession Survey (www.icma.org).
  • ICMA (2009b), What Price Politically Neutrality? (www.icma.org).
  • ICMA (2011), ICMA’s 2011 Municipal Form of Government Survey (www.icma.org).
  • Jenkins-Smith, H. C. (1982), Professional roles for policy analysts. Journal of Policy Analysis and Management, 2, 1, pp. 88–100.
  • Jimenez, B. S. (2013), Raise taxes, cut services, or lay off staff? Journal of Public Administration Research and Theory, 24, 4, pp. 923–953.
  • Jimenez, B. S. (2014), Smart cuts? Strategic planning, performance management and budget cutting in U.S. cities during the great recession. Journal of Public Budgeting, Accounting & Financial Management, 26, 3, pp. 494–522.
  • Julnes, P. D. L. and Holzer, M. (2001), Promoting the utilization of performance measures in public organizations. Public Administration Review, 61, 6, pp. 693–708.
  • Justice, J. B. and Scorsone, E. A. (2013), Measuring and predicting local government fiscal stress. In Levine, H., Justice, J. B. and Scorsone, E. A. (Eds), Handbook of Local Government Fiscal Health (Jones & Bartlett Learning), pp. 43–74.
  • Kriz, K. A. (2003). Comparative costs of negotiated versus competitive bond sales: new evidence from state general obligation bonds. Quarterly Review of Economics and Finance, 43, 2, pp. 191–211.
  • Kroll, A. (2013), The other type of performance information. Public Administration Review, 73, 2, pp. 265–276.
  • Levine, C. H. (1980), Managing Fiscal Stress (Chatham House).
  • Levine, C. H., Rubin, I. S. and Wolohojian, G. G. (1981), The Politics of Retrenchment (Sage).
  • Maher, C. S. and Deller, S. C. (2007), Municipal responses to fiscal stress. International Journal of Public Administration, 30, 12–14, pp. 1549–1572.
  • McFarland, C. and Pagano, M. A. (2014), City Fiscal Condition in 2014 (www.nlc.org).
  • Miller, G. R. (1983), Taking stock of a discipline. Journal of Communication, 33, 3, pp. 31–41.
  • Moynihan, D. P. (2006), What do we talk about when we talk about performance? Journal of Public Administration Research and Theory, 16, 2, pp. 151–168.
  • Moynihan, D. P. and Ingraham, P. W. (2004), Integrative leadership in the public sector: a model of performance-information use. Administration & Society, 36, 4, pp. 427–453.
  • Moynihan, D. P. and 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, pp. 849–866.
  • Nelson, K. L. (2012), Municipal choices during a recession: bounded rationality and innovation. State and Local Government Review, 44, 1S, pp. 44–63.
  • Pammer, W. J. (1990), Managing Fiscal Strain in Major American Cities (Greenwood Press).
  • Raudla, R. and Savi, R. (2015), The use of performance information in cutback budgeting. Public Money & Management, 35, 6, pp. 409–416.
  • Raudla, R., Savi, R. and Randma-Liiv, T. (2015), Cutback management literature in the 1970s and 1980s: taking stock. International Review of Administrative Sciences, 81, 3, pp. 433–456.
  • Schick, A. (1983), Incremental budgeting in a decremental age. Policy Sciences, 16, 1, pp. 1–25.
  • Wolman, H. (1983), Understanding local government responses to fiscal pressure. Journal of Public Policy, 3, 3, pp. 245–263.
  • Wooldridge, B. and Smith, H. J. M. (2017), US sub-national governmental response to the ‘great recession’. International Review of Administrative Sciences, 83, 3, pp. 425–442.

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.