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Social performance in public services delivery: conceptual roots and results for the Portuguese water sector

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  • Hugo Consciência Silvestre

Abstract

This study explores the relationship between social performance and the sector providing the water service. The empirical analysis demonstrates that public property, the management model (in this case bureaucracy and municipal corporations), and lower organizational costs for public property and public management models do present higher social performance (lower user prices and higher quality water levels, with exceptions) levels than private firms. Policy implementations are clear: cease private firms' entrance into public services delivery until lower organizational costs, higher quality services and lower user prices are secured. This also raises discussions about neo-bureaucracies as the ideal management model for public services provision.

Suggested Citation

  • Hugo Consciência Silvestre, 2016. "Social performance in public services delivery: conceptual roots and results for the Portuguese water sector," International Journal of Water Resources Development, Taylor & Francis Journals, vol. 32(1), pages 43-56, January.
    • Handle: RePEc:taf:cijwxx:v:32:y:2016:i:1:p:43-56
    DOI: 10.1080/07900627.2015.1012662
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    References listed on IDEAS

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    1. Dr. Md. Mamun Habib (ed.), 2010. "Management and Services," Books, IntechOpen, number 765, January-J.
    2. Pollitt, Christopher & Bouckaert, Geert, 2004. "Public Management Reform: A Comparative Analysis," OUP Catalogue, Oxford University Press, edition 2, number 9780199268498.
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    Cited by:

    1. Huanming Wang & Xiaoyun Sun & Yu Shi, 2024. "Commercial investment in public–private partnerships: the impact of government characteristics," Local Government Studies, Taylor & Francis Journals, vol. 50(1), pages 230-260, January.
    2. Wang, Huanming & Ma, Liang, 2019. "Ownership, corruption, and revenue regimes for infrastructure partnerships: Evidence from China," Utilities Policy, Elsevier, vol. 60(C), pages 1-1.

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