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

Tony Kinder

Research output: Contribution to journalArticlepeer-review

Abstract

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 languageEnglish
Pages (from-to)403-428
JournalPublic Management Review
Volume14
Issue number3
Early online date16 Apr 2012
DOIs
Publication statusPublished - 2012

Keywords

  • New public management
  • learning
  • innovation and services

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