Learning, Innovating and Performance in Post-New Public Management of Locally Delivered Public Services

Tony Kinder

doi:10.1080/14719037.2011.637408

Learning, Innovating and Performance in Post-New Public Management of Locally Delivered Public Services

Tony Kinder

Research output: Contribution to journal › Article › peer-review

Abstract / Description of output

Commenting upon strands of post-new public management (NPM) debate, including Lapsley (2009) and Osborne (2010a) the article argues that as local public service organizations enter the age of austerity, performance driven by innovation and learning, will be an important feature of any NPM paradigm. The article suggests a theoretical framework for innovation in local public services: listening and learning, illustrating its usefulness by a case study of West Lothian Council, Scotland.

Original language	English
Pages (from-to)	403-428
Journal	Public Management Review
Volume	14
Issue number	3
Early online date	16 Apr 2012
DOIs	https://doi.org/10.1080/14719037.2011.637408
Publication status	Published - 2012

Keywords / Materials (for Non-textual outputs)

New public management
learning
innovation and services

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10.1080/14719037.2011.637408

http://www.tandfonline.com/doi/abs/10.1080/14719037.2011.637408

Cite this

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Learning, Innovating and Performance in Post-New Public Management of Locally Delivered Public Services

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