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

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  • Tony Kinder

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.

Suggested Citation

  • Tony Kinder, 2012. "Learning, Innovating and Performance in Post-New Public Management of Locally Delivered Public Services," Public Management Review, Taylor & Francis Journals, vol. 14(3), pages 403-428, March.
    • Handle: RePEc:taf:pubmgr:v:14:y:2012:i:3:p:403-428
    DOI: 10.1080/14719037.2011.637408
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    Cited by:

    1. Effrosyni Taraza & Sofia Anastasiadou & Andreas Masouras & Christos Papademetriou, 2023. "Sustainable Development and Implementation of Quality Management Excellence Models in Public Organizations: A Systematic Literature Review," Sustainability, MDPI, vol. 15(10), pages 1-27, May.
    2. Silvana Secinaro & Luigi Corvo & Valerio Brescia & Daniel Iannaci, 2019. "Hybrid Organizations: A Systematic Review of the Current Literature," International Business Research, Canadian Center of Science and Education, vol. 12(11), pages 1-21, November.
    3. Crispian Fuller, 2017. "City government in an age of austerity: Discursive institutions and critique," Environment and Planning A, , vol. 49(4), pages 745-766, April.

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