References
- Bevan, G., & Hood, C. (2006). What’s measured is what matters: Targets and gaming in the English public health care system. Public Administration, 84(3), 517–538. doi: 10.1111/j.1467-9299.2006.00600.x
- Bozeman, B. (1987). All organizations are public: Bridging public and private organization theories. San Francisco, CA: Jossey-Bass.
- Bozeman, B. (2013). What organization theorists and public policy researchers can learn from one another: Publicness theory as a case-in-point. Organization Studies, 34(2), 169–188. doi: 10.1177/0170840612473549
- Christiansen, P. M. (2008). Budgetlægning og offentlige udgifter. Aarhus: Systime Academic.
- Cornforth, C., Hayes, J. P., & Vangen, S. (2015). Nonprofit–public collaborations: Understanding governance dynamics. Nonprofit and Voluntary Sector Quarterly, 44(4), 775–795. doi:10.1177/0899764014532836
- de Bruijn, H. (2002). Performance measurement in the public sector: Strategies to cope with the risks of performance measurement. International Journal of Public Sector Management, 15(7), 578–594. doi: 10.1108/09513550210448607
- Ejersbo, N., & Greve, C. (2014). Moderniseringen af den offentlige sektor. København: Akademisk Forlag BUSINESS.
- George, A. L., & Bennett, A. (2005). Case studies and theory development in the social sciences. Cambridge: MIT Press.
- Gerring, J. (2007). Case study research. Cambridge: Cambridge University Press – M.U.A.
- Hall, P. A., & Taylor, R. C. R. (1996). Political science and the three new institutionalisms. Political Studies, 44(5), 936–957. doi:10.1111/j.1467-9248.1996.tb00343.x
- Heinrich, C. J. (2012). Measuring public sector performance and effectiveness. In B.G. Peters & J. Pierre (Eds.), The SAGE handbook of public administration (pp. 32–50). London: Sage.
- Hood, C. (2007). Public management: The word, the movement, the science. In E. Ferlie, L. E. Lynn Jr., & C. Pollitt (Eds.), The Oxford handbook of public management (pp. 7–26). New York, NY: Oxford University Press.
- Howat, G., Crilley, G., & Murray, D. (2005). Using performance measures to assess performance of indoor and outdoor aquatic centres. Journal of the Australian and New Zealand Academy of Management, 11(1), 6–16. doi: 10.1017/S1833367200004375
- Hoye, R., & Cuskelly, G. (2003). Board power and performance within voluntary sport organisations. European Sports Management Quarterly, 3, 102–119.
- Ibsen, B., & Habermann, U. (2006). Den frivillige sektor i Danmark – omfang og betydning. In T. Boje, T. Fridberg, & B. Ibsen (Eds.), The scope and scale of the voluntary sector in Denmark (pp. 19–40). København: Socialforskningsinstituttet.
- Iversen, E. (2015). Measuring sports facility utilisation by collecting performance information. Managing Sport and Leisure, 20(5), 261–274. doi: 10.1080/23750472.2015.1090885
- Knott, J. H., & Hammond, T. H. (2012). Formal theory and public administration. In B.G. Peters & J. Pierre (Eds.), The SAGE handbook of public administration (pp. 180–192). London: Sage.
- Liu, Y.-D., Taylor, P., & Shibli, S. (2009). Sport equity: Benchmarking the performance of English public sport facilities. European Sport Management Quarterly, 9(1), 3–21. doi: 10.1080/16184740802461686
- Ministry of Culture. (2009). Report on the development of sport for all in Denmark. Copenhagen: Ministry of Culture.
- Moynihan, D. P. (2008). The dynamics of performance management: Constructing information and reform. Washington, DC: Georgetown University Press.
- Nichols, G., Forbes, D., Findlay-King, L., & Macfadyen, G. (2015). Is the asset transfer of public leisure facilities in England an example of associative democracy? Administrative Sciences, 5(2), 71–87. doi: 10.3390/admsci5020071
- OECD. (2011). Together for better public services: Partnering with citizens and civil society. Paris: OECD.
- Peters, B.G. (2012). Institutional theory in political science (3rd ed.). New York, NY: Continuum.
- Pollitt, C., & Bouckaert, G. (2011). Public management reform: A comparative analysis-new public management, governance, and the Neo-Weberian state. New York, NY: Oxford University Press.
- Rainey, H. G., & Bozeman, B. (2000). Comparing public and private organizations: Empirical research and the power of the a priori. Journal of Public Administration Research and Theory, 10(2), 447–470. doi: 10.1093/oxfordjournals.jpart.a024276
- Rhodes, R. A. W. (2013). How to manage your policy network. Workshop paper for the Commonwealth Secretariat, 7–8 February 2013, London.
- Roberts, J., McNulty, T., & Stiles, P. (2005). Beyond agency conceptions of the work of the non-executive director: Creating accountability in the boardroom. British Journal of Management, 16, S5–S26. doi:10.1111/j.1467-8551.2005.00444.x
- Serritzlew, S. (2004). Offentlig budgetlægning i et institutionelt perspektiv (Thesis (PhD)). Aarhus: Aarhus University.
- Serritzlew, S. (2006). Linking budgets to activity: A test of the effect of output-purchase budgeting. Public Budgeting & Finance, 26(2), 101–120. doi: 10.1111/j.1540-5850.2006.00848.x
- Serritzlew, S. (2009). Geniale styringssytemer i en travl hverdag. In J. B. Hansen & J. Elklit (Eds.), Perspektiver på politik (pp. 184–190). Aarhus: Academica.
- Shadish, W. R., Cook, T. D., & Campbell, D. T. (2002). Experimental and quasi-experimental designs. Wadsworth: Houghton, Mifflin and Company.
- Sinkovics, R. R., & Alfoldi, E. A. (2012). Facilitating the interaction between theory and data in qualitative research using CAQDAS. In G. Symon & C. Cassell (Eds.), Qualitative organizational research (pp. 109–131). London: Sage.
- Stone, M. M., & Sandfort, J. R. (2009). Building a policy fields framework to inform research on nonprofit organizations. Nonprofit and Voluntary Sector Quarterly, 38(6), 1054–1075. doi:10.1177/0899764008327198
- Taylor, P. (2011). Torkildsen’s sport and leisure management. London: Routledge.
- Thiel, S. V., & Leeuw, F. L. (2002). The performance paradox in the public sector. Public Performance & Management Review, 25(3), 267–281. doi: 10.2307/3381236
- Thøgersen, M. (2013). Selvejende institutioner i Danmark: Cifri – Netværk for forskning i civilsamfund og frivillighed.
- Tschirhart, M., & Bielefeld, W. (2012). Managing nonprofit organisations. San Francisco, CA: Jossey-Bass.
- Van Dooren, W., Bouckaert, G., & Halligan, J. (2010). Performance management in the public sector. New York, NY: Routledge.
- Walker, R. M., & Bozeman, B. (2011). Publicness and organizational performance. Journal of Public Administration Research and Theory, 21(suppl_3), i279–i281. doi:10.1093/jopart/mur025
- Weed, M. (2014). What is sport and leisure management. In Sport and leisure management – volume 1 (pp. xxiii–xxix). London: Sage.