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Research Articles

Why local governments need performance evaluation: intermediary institutions in the performance-based budgeting process in China

Pages 564-573 | Received 21 May 2016, Accepted 03 Sep 2016, Published online: 08 Nov 2016

References

  • He, Qiaozhi. “The application and management of experts in the performance Budgeting.” Local Financial Research no. 1 (2009): 24–37.
  • Ho, A. T. “PBB in American local governments: Not Just for Budgeting, and More Than a Management Tool.” Public Administration Review 71, no. 3 (2011): 391–401.
  • Hu, C. “Intermediary Organizations in the Study of Budget Performance Evaluation: Based on the Questionnaire Survey of Anhui Province.” Financial Communication 32, no. 11 (2014): 84–86.
  • Lu, Y. “Individual Engagement to Collective Participation: The Dynamics of Participation Pattern in Performance Budgeting.” Public Budgeting & Finance 31, no. 2 (2011): 79–98.
  • Lu, Y., Z. Mohr, and A. T.-K. Ho. “Taking Stock: Assessing and Improving Performance Budgeting Theory and Practice.” Public Performance & Management Review 38, (2015): 426–458.
  • MOF. The vision and planning of budgeting performance management (2012-2015). 2012. http://www.gov.cn/zwgk/2012-10/30/content_2253898.htm
  • Niu, M. “Ten Years Review of Local Performance Budgeting Reform in China: Success and Challenge.” Wuhan University Journal (Philosophy & Social Science) 65, no. 6 (2012): 85–91.

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